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The reality that management is needed in all types and sizes of organizations at allorganizational levels in all organizational areas in all organizations, regardless of location &lt;number&gt;
Top managers have titles such as executive vice president, chief operating officer, and chief who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. Middle Managers with titles such as regional manager, project leader, or division manager shift manager is an example of a first-line manager. &lt;number&gt;
Have a distinct purpose (goal) Are composed of people Have a deliberate structure &lt;number&gt;
Efficiency Concerned with the means, efficient use of resources like people, money, and equipment &lt;number&gt;
Management strives for Low resource waste (high efficiency) high goal attainment (high effectiveness) &lt;number&gt;
While the importance of managerial roles varies depending on a manager’s position within an organization, the differences are of degree and emphasis, not of function. As managers move up the organization, for example, they spend less time supervising and more time planning. All managers, however, make decisions and plan, lead, organize, and control. But the amount of time they give to each activity is not necessarily constant. In addition, the content of the managerial activities changes with the manager’s level. When measuring managerial performance in business, profit (the bottom line) is an unambiguous criterion. Even though not-for-profit organizations need money to survive, however, their managers do not live and die to maximize profits. Given this difference, managers working in profit and not-for-profit organizations must perform similar functions: planning, organizing, leading, and controlling. &lt;number&gt;
Without customers most organizations would cease to exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. &lt;number&gt;
Ch 1 mgr n mgmt fundamentals of mgmt
Why Study Management?
Diagram: Universal Need for Management
Why are Managers Important?
b Organizations need their managerial skills and
abilities more than ever in these uncertain, complex,
and chaotic times.
b Managerial skills and abilities are critical in getting things done.
b The quality of the employee/supervisor relationship is the most
important variable in productivity and loyalty.
Who Are Managers?
b Someone who coordinates
and oversees the work
of other people so that
organizational goals can be
How Are Managers Different
from Nonmanagerial Employees?
b 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
Individuals in organizations who direct the
activities of others.
b First-line Managers - Individuals who manage the
work of non-managerial employees.
b Middle Managers - Individuals who manage the
work of first-line managers.
b Top Managers - Individuals who are responsible for
making organization-wide decisions and
establishing plans and goals that affect the entire
Where Do Managers Work?
A deliberate arrangement of people brought
together to accomplish a specific purpose
(that individuals independently could not accomplish
Have A Distinct
Are Composed Of
Have A Deliberate
What Is Management?
• The process of getting things done effectively and
efficiently, with and through people
• “Doing the right things”
• doing those tasks that help an organization reach its goals
• “Doing things right”
• Getting the most output for the least inputs
Diagram: Efficiency and Effectiveness in Management
lanning - Defining goals, establishing strategies to
achieve goals, and developing plans to integrate and coordinate
rganizing - Arranging and structuring work to
accomplish organizational goals.
eading - Working with and through people to
ontrolling - Monitoring, comparing, and correcting
Planning Organizing Leading Controlling
what needs to be
done, how it will
be done, and
who is to do it
leading and any
ensure that they
Diagram: Four Functions of Management
Diagram: management activities by organizational level
Roles are specific actions or behaviors expected of a
Henry Mintzberg observed that a manager’s job can be
described by ten roles performed by managers in three general
the transfer of information
Skills Managers Need
Knowledge and proficiency in a specific field
The ability to work well with other people
The ability to think and conceptualize about abstract and
complex situations concerning the organization
Used to build a power base and establish connections
The Importance Of Customers
The reason that organizations exist
Employee attitudes and behaviors play a big part in
Managers must create a customer responsiveness where
employees are friendly, knowledgeable, responsive to customer
The Importance Of Innovation
“Nothing is more risky than
Doing things differently,
exploring new territory, and
Managers should encourage
employees to be aware of and
act on opportunities for
The Importance of Sustainability
a company’s ability to
achieve its business goals and
shareholder value by
environmental, and social
opportunities into its business
Shifting organizational boundaries
More mobile workforce
Flexible work arrangements
Work life-personal life balance
Uncertainty over the future energy sources/prices
Uncertainty over economic climate
Changes Facing Managers
1. An individual who works with and through other people by
coordinating their work activities in order to accomplish
organizational goals is ________.
A) an assembly line worker
B) a laborer
C) a manager
D) a salesperson
2. ________ have titles such as executive vice president,
chief operating officer, and chief executive officer.
A) Team leaders
B) Middle managers
C) First-line managers
D) Top managers
3. Whereas ________ is concerned with the means of getting
things done, ________ is concerned with the ends, or attainment
of organizational goals.
A) effectiveness; efficiency
B) efficiency; effectiveness
C) effectiveness; effability
D) efficiency; experience
4. Today, the basic management functions have been condensed
A) planning, organizing, commanding, and coordinating
B) planning, organizing, coordinating, and controlling
C) planning, organizing, commanding, and controlling
D) planning, organizing, leading, and controlling
5. The process of monitoring, comparing, and correcting is called
6. The ________ roles involve collecting, receiving, and
disseminating information, according to Mintzberg's managerial roles.
7. Which of the following is an example of a decisional role
according to Mintzberg?