Business Management -Chapter 1 - Managers In The Workplace PDF

BUSINESS MANAGEMENT MANAGERS IN THE WORKPLACE Chapter 1 Hamidul Islam [Hamid] Senior Assistant Professor, Department of Marketing, Faculty of Business Administration, AIUB  LEARNING OUTLINE FOLLOW TH...

BUSINESS MANAGEMENT MANAGERS IN THE WORKPLACE Chapter 1 Hamidul Islam [Hamid] Senior Assistant Professor, Department of Marketing, Faculty of Business Administration, AIUB  LEARNING OUTLINE FOLLOW THIS LEARNING OUTLINE AS YOU READ AND STUDY THIS CHAPTER. Who Are Managers?  Explain how managers differ from non-managerial employees.  Describe how to classify managers in organizations. What Is Management?  Define Management.  Explain why efficiency and effectiveness are important to management.  L E A R N I N G O U T L I N E (CONTD.) FOLLOW THIS LEARNING OUTLINE AS YOU READ AND STUDY THIS CHAPTER. What Do Managers Do?  Describe the Four Functions of Management.  Explain Mintzberg’s Managerial Roles.  Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.  Discuss the changes that are impacting managers’ jobs.  Explain why customer service and innovation are important to the manager’s job. L E A R N I N G O U T L I N E (CONTD.) FOLLOW THIS LEARNING OUTLINE AS YOU READ AND STUDY THIS CHAPTER. What Is An Organization?  Describe the characteristics of an organization.  Explain how the concept of an organization is changing. Why Study Management?  Explain the universality of management concept.  Discuss why an understanding of management is important.  Describe the rewards and challenges of being a manager.  WHO ARE MANAGERS? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. CLASSIFYING MANAGERS First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. CLASSIFYING MANAGERS Managerial Levels  WHAT IS MANAGEMENT? Managerial Concerns  Efficiency  “Doing things right”  Getting the most output for the least inputs  Effectiveness  “Doing the right things”  Attaining organizational goals Effectiveness and Efficiency in Management WHAT DO MANAGERS DO? Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Arranging and structuring work to accomplish organizational goals. Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting works. Management Functions  Mintzberg’s Managerial Roles and a Contemporary Model of Managing Henry Mintzberg, a well-known management researcher, studied actual managers at work. In his first comprehensive study, Mintzberg concluded that what managers do can best be described by looking at the managerial roles they engage in at work. The term managerial roles refers to specific actions or behaviors expected of and exhibited by a manager. (Think of the different roles you play—student, employee, student organization member, volunteer, sibling, and so forth—and the different things you’re expected to do in these roles.) WHAT MANAGERS ACTUALLY DO (MINTZBERG)  Interaction  with others  with the organization  with the external context of the organization  Reflection  thoughtful thinking  Action  practical doing WHAT MANAGERS ACTUALLY DO (MINTZBERG) [CONTD.] Skills Approach  Technical Skills Knowledge and proficiency in a specific field  Human Skills The ability to work well with other people  Conceptual Skills The ability to think and conceptualize about abstract and complex situations concerning the organization  Mintzberg’s Managerial Roles and a Contemporary Model of Managing (Contd.) Skills Needed at Different Management Levels  Mintzberg’s Managerial Roles and a Contemporary Model of Managing (Contd.) The interpersonal roles involve people (subordinates and persons outside the organization) and other ceremonial and symbolic duties. The three interpersonal roles include figurehead, leader, and liaison. The informational roles involve collecting, receiving, and disseminating information. The three informational roles include monitor, disseminator, and spokesperson. Finally, the decisional roles entail making decisions or choices and include entrepreneur, disturbance handler, resource allocator, and negotiator. WHAT DO MANAGERS DO? (CONT’D) Management Roles Approach (Mintzberg)  Interpersonal Roles  Figurehead, leader, liaison  Informational Roles  Monitor, disseminator, spokesperson  Decisional Roles  Disturbance handler, resource allocator, negotiator, entrepreneur  Mintzberg’s Managerial Roles and a Contemporary Model of Managing (Contd.) Management Skills and Management Function Matrix IMPORTANT MANAGERIAL SKILLS 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.  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. Changes Impacting the Manager’s Job WHAT IS AN ORGANIZATION?  An Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).  Common Characteristics of Organizations  Have a distinct purpose (goal)  Composed of people  Have a deliberate structure Characteristics of Organizations The Changing Organization WHY STUDY MANAGEMENT? The Value of Studying Management  The universality 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 monetary rewards for their efforts. Universal Need for Management Rewards and Challenges of Being A Manager HENRY FAYOL’S 14 PRINCIPLES OF MANAGEMENT HENRY FAYOL’S 14 PRINCIPLES OF MANAGEMENT END OF THE CHAPTER