Who Are Managers?

2. Who Are Managers? • A manager • Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals. Page 3

3. Classifying Managers • First-line Managers • Are at the lowest level of management and manage the work of non-managerial employees. Supervisors, shift managers, district managers, department managers, office managers, or foremen. • Middle Managers • Manage the work of first-line managers. Regional managers, project leader, plant manager, or division manager. • Top Managers • Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. executive vice president (E.V.P.), president, managing director, Chief operating officer (C.O.O), Chief executive officer (C.E.O), or Chairman of the board (Top Dog). Page 4

4. Managerial Levels Exhibit 1.1 Page 5

5. What Is Management? • Managerial Concerns • Efficiency • “Doing things right” • Getting the most output from the least amount of inputs. Resources such as people, money, and equipment. • Effectiveness • “Doing the right things” • Attaining organizational goals Page 6

6. Effectiveness and Efficiency in Management Exhibit 1.2 Page 7

7. What Do Managers Do? • The Functional (working tasks)Approach • Planning • Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. • Organizing • Arranging work to accomplish organizational goals. • Leading • Working with and through people to accomplish goals. • Controlling • Monitoring, comparing, and correcting the work. Page 8

8. Management Functions Exhibit 1.3

9. What Do Managers Do? (cont’d) • The Roles Approach Mintzberg’s Managerial Roles >> • Interpersonal roles • Figurehead, leader, liaison • Informational roles • Monitor, disseminator, spokesperson. • Decisional roles • Entrepreneur, disturbance handler, resource allocator, negotiator Page 9

10. What Do Managers Do? (cont’d) • The Roles Approach Mintzberg’s Managerial Roles >> Vocabulary: Figurehead: Front man or woman, perceived as the leader. Leader: Actually rules, guides and inspires others. Liaison: Deals with inter-group communication. Monitor: Keeps track so that mistakes can be avoided. Disseminator: Spreads the news. Spokesperson: Voice. Entrepreneur: Starts & organizes a business and assumes risk. Disturbance handler: Solves problems, eases conflicts. Resource allocator: Distributes resources over the business. Negotiator: Discusses the terms of an agreement. Page 9

11. What Do Managers Do? (cont’d) • Skills Approach (based on Katz’s theory) • Technical skills • Knowledge and proficiency (competence, ability to work well) in a specific field • Human skills • The ability to work well with other people • Conceptual skills • The ability to think and conceptualize (create a mental image) about abstract and complex situations concerning the organization Page 11

12. Katz’s theory of essential skills needed at different management levels. Exhibit 1.5

13. Conceptual Skills • Ability to use information to solve business problems • Identification of opportunities for innovation(new ideas) • Recognizing problem areas and implementing solutions. • Selecting(getting)critical(important)information from a large amount of data. • Understanding how to use technology in business. • Understanding the organization’s way of doing business. Exhibit 1.6a Page 12

14. Communication Skills • Ability to transform ideas into words and actions • Credibility (to have trust) among colleagues, peers, and subordinates. (employees below or under us in the organizational chain of command) • Listening and asking questions. • Presentation skills: spoken and/or written. Exhibit 1.6b

15. Effectiveness Skills • Customer focus. • Multitasking: working on many jobs at one time. • Negotiating skills. • Reviewing operations and implementing improvements. • Setting and maintaining performance standards internally and externally. • Setting priorities for attention and activity. • Time management. Exhibit 1.6c

16. Management Skills and Management Function Exhibit 1.7

17. How The Manager’s Job Is Changing • Changes are a constant (continuous), because: • Change in technology: digitization, automation, computerization, etc. • Increased threats to security (job security): risk management (The process of identifying and evaluating risks and selecting and managing techniques to adapt to risk exposures), discrimination (unfair treatment of certain groups of people), etc. • Ethics (principles of what is right and wrong) Considerations: values, trust, accountability (responsibility), etc. • Competition: Customer service, innovation, globalization, productivity, etc. Page 13

18. Changes Impacting the Manager’s Job Exhibit 1.8

19. How The Manager’s Job Is Changing • The Increasing Importance of Customers. • Customers: the reason that organizations exist. • Managing customer relationships is the responsibility of all managers and employees directly or indirectly. • Making certain that employees effectively respond to customers is the responsibility of managers. • Consistent high quality customer service is essential for survival. • Innovation • Doing things differently, exploring new territory, and taking risks. • Managers should encourage employees to be aware of and act on opportunities for innovation. Page 14

20. What Is An Organization? • An Organization Defined • A deliberate (carefully calculated) arrangement of people to accomplish some specific purpose. • Common Characteristics of Organizations • Have a distinct purpose (goal). • Composed of people. • Have a deliberate structure. Page 15

21. Characteristics of Organizations Exhibit 1.9

22. The Changing Organization Exhibit 1.10

23. Why Study Management? • The Value of Studying Management • The universality (everywhere) of management • Good management is needed in all organizations. • The reality of work • Employees either manage or are managed. • Rewards and challenges of being a manager • Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. • Successful managers receive significant (large or important) monetary rewards for their efforts. Page 16 to 19

24. Universal Need for Management Exhibit 1.11

25. Rewards and Challenges of Being A Manager Exhibit 1.12

26. Lesson Review Who Are Managers? Page 3 • Explain how a manager is different from non-managerial employees. • Discuss how to classify managers in organizations. What Is Management? Page 6 • Define management. • Explain why efficiency and effectiveness are important to management.

27. Lesson Review (cont’d) What Do Managers Do? Page 8 • Describe the four functions of management. • Explain Mintzberg’s managerial roles. • Name Katz’s three essential managerial skills. • Discuss the changes that are impacting managers’ jobs. • Explain why customer service and innovation are important to the manager’s job.

28. Lesson Review (cont’d) What Is An Organization? Page 15 • Describe the characteristics of an organization. • Explain how the concept of an organization is changing. Why Study Management? Page 16 • Explain the universality of management concept. • Describe the rewards and challenges of being a manager.