Download manager and management chapter1

Chapter
Managers
and
Management
Copyright ©2011 Pearson Education
Learning Outcomes
•
•
•
•
Tell who managers are and where they work
Define management
Describe what managers do
Explain why it’s important to study
management
• Describe the factors that are reshaping and
redefining management
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Who Are Managers?
Where Do They Work?
• Organization
– A deliberate arrangement of people brought
together to accomplish some specific purpose.
Such us uni, football teams.
• Common Characteristics of Organizations
– Distinct purpose expressed in a goal or a set of
goals
– People working together to achieve the orgs goal
through a set of decisions and work activities.
– A deliberate systematic structure that define and
limits the behavior of its members
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How Are Managers Different from
Nonmanagerial Employees?
• Nonmanagerial Employees
– People who work directly on a job or task and
have no responsibility for overseeing the work of
others.
– Examples, associates, team members
• Managers
– Individuals in organizations who direct and
oversee the activities of others.
– Managers do work directly on tasks such as
servicing some costumers.
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What Titles Do Managers Have?
• Top Managers
– Responsible for making decisions about the direction of the
organization and establishing policies and philosophies that
effect all organizational members .
– Examples; President, Chief Executive Officer, Vice-President
• Middle Managers ( btw the lowest and top levels)
– Manage the activities of other managers and non managerial
employees and translating the goals set by top managers to
specific details that lower managers can understand.
– Examples; District Manager, Division Manager
• First-line Managers
– Responsible for directing the day to day activities of
nonmanagerial employees
– Examples; Supervisor, Team Leader
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What Is Management?
• Management
– The process of getting things done effectively and
efficiently, with and through people
– A process refers to a set of ongoing and
interrelated activities.
• Efficiency
– “Doing things right”, and getting the most output
from the least amount of input( minimizing the
coast).
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What Is Management?
• Effectiveness
• doing those work tasks that help the org to reach its
goals.
• Efficiency is concerned with the means of getting
things done while effectiveness is concerned with
the ends.
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What Do Managers Do?
Management researchers
have developed three
approaches to describe
what managers do:
functions , roles and
skills.
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Four Management Functions ( Henri
Fayol)
• Planning
– Defining the organizational purpose and ways to
achieve it ex, defining goals, developing plans and sup
plans to coordinate the activities, and establishing the
strategy.
• Organizing
– Arranging and structuring work to accomplish
organizational goals ex who reports to whom and
dividing work on employees.
• Leading
– Directing the work activities of others ex resolving
conflicts, motivating employees, chosen the most
effective channel to communicate
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Four Management Functions (
Henri Fayol)
• Controlling
– Monitoring, comparing, and correcting work
performance ex evaluation
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Publishing as Prentice Hall.
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What Roles Do Managers Play?
Henry Mintzberg observed that a manager’s job can be
described by ten roles performed by managers in
three general categories:
• Interpersonal Roles(ones that involve
subordinates and persons outside the org) and
other duties that are ceremonial & symbolic in
nature)
– Figurehead, Leader, and Liaison
• Informational Roles (collecting , receiving and
analyzing info)
– Monitor, Disseminator and Spokesperson
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What Roles Do Managers Play?
• Decisional roles ( making decision and look into
choices )
– Entrepreneur, Disturbance Handler, Resource
Allocator and Negotiator
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What Skills Do Managers Need?
Robert Katz and others describe four critical skills in managing
• Conceptual Skills
– Used to analyze and diagnose complex situations, help managers see
how things fit together and facilitate making good decision.
• Interpersonal Skills
– working well with other people both individually and groups , so
managers must have good skills to communicate, motivate, mentor
and delegate.
• Technical Skills
– Based on specialized knowledge required for work (lower and middle
managers knowing of the job they are performing, top managers
knowing of the industry and a general understanding of the org’s
process and products.
• Political Skills
– Used to build a power base and establish connections.
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Is The Manager’s Job Universal?
All manager plan, organize, lead, and control but how they do
them and how much they do them vary according to several
dimensions:
• Level in the Organization
– Top level managers do more planning and less
direct oversees of others than supervisors.
– All managers make decisions, planning…..but the
amount they delegate to each of them is different.
– Therefore, the difference is not on the activity or
function itself but on the degree, emphasis, and
time that been given to each activity.
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Publishing as Prentice Hall.
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Is The Manager’s Job Universal?
• Profit vs. Nonprofit
• Manager’s job are the same in both profit and non
profit org. All of them make decisions, set goals, and
motivate their employees.
• The only difference is in the (performance measurement):
• Profit organizations measure their performance by
the amount of profit they achieve.
• There are no specific measurement to measure the
success of non-profit org.
• The financial side is still important in non- profit org.
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Is the Manager’s Job Universal? (cont’d)
• Size of the Organization
– Small businesses have fewer than 500 employees and
which doesn’t often engage in any new innovative
practices … managers in this kind of org do the role of
spokesperson and spend most of their time in doing
outwardly directed action ex meeting with costumers.
– Large business is the contrast of the above.
• National Borders (Geographic location)
– It is not a good idea to make the manager and
management concept universal because each country is
greatly differ in its economic, political, social, and cultural
environment.
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Why Study
Management?
• All of us have a vested interest in improving the way
organizations are managed, by studying management
you can know (what good manager should be going
and what poor management are)
• The causes of studying management are:
• Organizations that are well managed find ways to
prosper even in challenging economic times
• After graduation most students become managers or
are managed
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What Can Students of Management
Learn From Other Courses?
• The following areas of study are important
and could affect the management practices:
• Anthropology
– The study of social societies which helps us
learn about humans and their activities
– Focusing on culture and environment>> could
help managers to understand differences in
attitudes and behaviors between people in
different countries and within different org.
• Economics
– Provides us with an understanding of the
changing economy and competition in a global
context
– Help managers to understand the trading
policies when they are operating in global
marketplace.
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What Can Students of Management
Learn From Other Courses? (cont’d)
• Philosophy
• Psychology
– Inquires into the nature of
things, particularly values and
ethics
• Political Science
– The study of behavior and
groups within a political
environment
– Form of government will shape
the type, policies of the
organization.
– E.g.: in democracy, people have
the right to private property,
and freedom in contracting.
– The science that seeks to
measure, explain and
sometimes change the
behavior of humans
– Today, we are facing: diverse
customers and employees, so
knowing this science could
help:
– understand culture diversities.
– How to motivate, lead , select,
train, and evaluate employees.
• Sociology
– The study of people in
relationship to their fellow
human beings
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What Factors Are Reshaping and
Redefining Management?
Welcome to the new world of management!
Today managers must deal with
– Changing workplaces
– Ethical and trust issues
– Global economic uncertainties
– Changing technologies
– Two areas of critical importance of managers are:
– 1. Delivering high- quality customer service.
– 2. Encouraging innovative efforts.
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Why Are Customers Important to the
Manager’s Job?
• Without customers most organizations would
face difficulties to exist. E.g.
• Today we’re discovering that employee
attitudes and behaviors play a big part in
customer satisfaction
• For managers to survive and success in today’s
competitive environment, they must create a
customer responsive where employees are
friendly, knowledgeable, responsive to
customer needs
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Why Is Innovation Important to the
Manager’s Job?
• “Nothing is more risky than not
innovating”
• Innovation: is doing things
differently, by taking risks.
• Innovation isn’t just important for
high technology companies but
essential in all types of
organizations
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History Module
A Brief History of
Management’s Roots
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History Model
• The history model provide us management theories
from past to present .
• They highlight a key person and his contribution to
contemporary management concepts.
• Early management
• Classical approaches.
• Behavioral approaches.
• Quantitive approaches.
• Contemporary approaches.
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Early Management
• Management has been practiced a long
time.
• Organized endeavors directed by
people responsible for planning,
organizing, leading and controlling have
existed for thousands of years
• The building of Egyptian pyramids has
employed thousands of people, so,
someone has to plan what to be done,
organize people to do it, make sure that
everything been done as planned.
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Early Management
• In 1776: Adam Smith argued the economic
advantage of (division of labor) or (job
specialization): that mean braking jobs into
narrow, repetitive tasks.
• In job specialization, individual productivity
could be increased dramatically but it does
have its drawbacks.
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Classical Approach
• In the classical approach, the
management concept begin to
evolve as a knowledge.
– Frederick W. Taylor described
a theory of a scientific
management: the use of
scientific methods to
determine the “one best way
to do a job” focus on
individual production.
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Other Classical Approach
• General Administrative Theory
– Henri Fayol looked at (organizational
practices).
– He identified the five management
functions.
– He identified 14 management
principles.
– Max Weber (pictured) described the
bureaucracy as an ideal rational form
of organization structure.
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Behavioral Approach
• This approach focused on the actions of workers>> how do
you motivate, and lead employees to get high level of
performance.
– Robert Owen, was concerned about deplorable (bad)
working conditions, proposed idealistic workplace
– Hugo Munsterberg, suggested using psychological test
for employee selection
– Mary Parker Follett recognized that organizations could
be viewed from both individual and group behavior( org
should be based on group ethic rather than
individlisum)
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The Hawthorne Study
• Conducted at the Western Electric
Company Works these studies:
– Provided new insights into individual
and group behavior
in the behavior of people at work.
– Concluded that group pressures can
significantly impact individual
productivity and people behave
differently when they are being
observed
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Quantitative Approach
• Quantitative Approach
– Used quantitative techniques to improve decision
making
– Evolved from mathematical and statistical
solutions developed for military problems during
World War II
– W. Edwards Deming and Joseph M. Duran ‘s ideas
became the basis for total quality management
(TQM): a management philosophy devoted to
continual improvement and responding to
customers needs and expectations.
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Contemporary Approach
• Management researches begin to look at the external
environment outside the organization.
– Chester Barnard wrote in his book that an organization
functioned as a cooperative system which is a set of
interrelated and interdependent parts arranged in a
manner that produces a unified whole.
– Organizations functioned as open systems, which
means, they are influenced by and interact with their
environment.
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Contemporary Approach
• Fred Feildler first popularized the contingency
approach (or situational approach) which says that
organizations, employees, and situations are
different and require different ways of managing.
• A good way to describe contingency is “if, then”
• If this is the way my situation is, then this is the best
way for me to manage in this situation.
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Publishing as Prentice Hall.
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