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Introduction to Management
Chapter 1: Management and Organizations

11
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2016

Why Managers Are Important?
•

Organizations need managerial skills and abilities to identify and respond to internal and external
challenges: business economic and social trends, changing technology, globalization etc
...


•

Organizations need managers to develop good working relationships with employees because it’s
the single most important variable to employee loyalty and productivity and results in higher
organizational financial performance
...


Management Levels
A manager’s level in the hierarchy determines their responsibility – who in the organization and what part
of the organization they will manage
...

o
o
o
o
o

Create a long-range vision and mission for the company
Develop employee commitment to the vision and mission of the company
Create a positive organizational culture through language and action – what they say and do
inside and outside of the company
...

Link the external world with the internal organization
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o
o
o
o
o

Plan and allocate resources to meet the objectives they have set in line with accomplishing top
management goals
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o
o

Train nonmanagerial employees in technical/job duties
Create detailed schedules and operating plans based off middle management objectives

Not all organizations get work done in a hierarchical way – through management levels (vertical) some
organizations take a horizontal arrangement by getting work done through every changing teams of
employees who move from one project to next as work demands arise – where there is no manager in the
traditional sense though someone on the team takes on this orientation they may not consistently hold the
title as manager -they may only act as a manager on a specific project because they have the most skills
and experience to lead in that specific project
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Organization: is any arrangement of people brought together to accomplish some specific purpose:
schools, libraries, fraternities, grocery stores, etc
...
Purpose: the organizations reason for existing which is expressed in the goals it hopes to
accomplish
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People: members of the organization that complete assigned individual tasks to contribute to
accomplishing organizational goals
...
Structure: the arrangement of the organization – the map that tells how work will be
accomplished in the organization
...

Efficiency: is getting the most output (products and services) from the least amount of inputs
(resources: people, equipment, money, materials, time, etc
...


Effectiveness: is completing activities that help to accomplish organizational goals and
objectives – high goal attainment
...

For example, it may be efficient to sell lemonade with tap water and the cheapest lemons and labor
available, but it would not be effective if customers do not like the taste of the lemonade and does not
purchase it or if customers do not want to support the organization because it is exploiting people for
cheap labor – which results in low sales and profits
...

Planning: involves determining organizational goals and developing a strategy to achieve those
goals
...

Leading: involves motivating workers to accomplish their assigned tasks and handling conflicts
they may interfere with workers completing organizational goals
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Managerial Roles Approach to Management
Henry Mintzberg studied managers at work and describes what managers do through a roles perspective –
managerial roles are the specific actions and behaviors that would be expected of an acting manager, not
necessarily what an acting manager will necessarily do per se
...

Interpersonal Roles: managers talk to people and perform ceremonial and symbolic duties
•
•
•

Figurehead: managers perform ceremonial duties, acting as representatives of their organization
or department – greeting visitors, attending functions, parties, meetings, etc
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Liaison: managers serve as medium between two different groups or two different people –
medium between different teams in a department, or different individuals in department, or
between the department and higher management
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Disseminator: managers share the information they have collected with subordinates and others
inside of the organization
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Decisional Roles: managers make decisions based on the information they have collected
•
•
•
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Entrepreneur: managers adapt themselves, their subordinates, and their units to change –
innovation in processes, products, etc
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Resource Allocator: managers decide who will get what resources and in what amounts
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Skills Approach to Management

Robert Katz identified three skills that managers need to do their jobs
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Technical skills are most important for first-line managers because they train
nonmanagerial employees and solve technical problems
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•

Human skills are important for all managers because all managers get work done through
and with other people
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Managerial Mistakes
1
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Cold, aloof, arrogant: treating people coldly because they are not as expert in their jobs as
perhaps, you are
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Betray Trust: not admitting mistakes, and blaming others for mistakes
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Overly ambitious: treating people as though they do not matter – like machines, and being
political – playing favorites
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Specific performance problems with the business
6
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Unable to think strategically
8
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Overdependent on advocate or mentor

Managerial Transition
Harvard Business School professor Linda Hill study found that becoming a new manager produced a
profound psychological transition that changes the way a new manager viewed themselves, in regards to
personal identity; which involves letting go of deeply held attitudes and habits and learning new ways of
thinking
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From Individual Identity:
o Specialist, performs specific tasks
o Gets things done though own efforts
o An individual actor
o Works relatively independently
To Manager Identity:
o Generalist, coordinates diverse tasks
o Gets things done through others
o A network builder
o Works in highly interdependent manner

How Is the Manager’s Job Changing?
Customers: Organizations need customer support, yet focusing on the customer has long been thought to
be the responsibility of marketers
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Innovation: Today’s organizational survival is dependent more on organizational innovation than it is on
cost cutting due to technological changes in recent years, and globalization – so it is critical for
organizations to innovate throughout all levels and parts of the organization
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Sustainability: Sustainability is concerned with meeting the needs of the people of today without
comprising on the needs of future generations to meet their needs
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Why Study Management?
Universality of Management: The reality that management is needed in all types and sizes of
organizations, at all organizational levels, in all organizational areas, and in organizations no matter
where they are located
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