Managers And You In The Workplace PDF

MANAGERS AND YOU IN THE WORKPLACE CHAPTER 1 WHO ARE MANAGERS?  Manager  Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals 2 CLASSIFYING MANAGERS  F...

MANAGERS AND YOU IN THE WORKPLACE CHAPTER 1 WHO ARE MANAGERS?  Manager  Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals 2 CLASSIFYING MANAGERS  First-line Managers  Areat the lowest level of management and manage the work of non-managerial employees. Examples: Supervisors, Shift Managers, District Managers, Department Head or Office Administrator.  Middle Managers  Manage the work of first-line managers. Examples: Regional Managers, Store Managers or Division Managers.  Top Managers  Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Examples: Vice President, President, CEO, Managing Director or CEO. EXHIBIT 1-1 LEVELS OF MANAGEMENT WHAT IS MANAGEMENT  Management refers to the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people. WHAT IS MANAGEMENT?  Managerial Concerns  Efficiency  “Doing things right”  Getting the most output for the least input.  Effectiveness  “Doing the right things”  Doing those work activities that will result in attaining organizational goals. 6 EXHIBIT 1-3 EFFICIENCY AND EFFECTIVENESS IN MANAGEMENT WHAT MANAGERS DO?  Three approaches to Defining what Managers do.  Functions they perform  Roles they play  Skills they need WHAT MANAGERS DO?  Functional 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. EXHIBIT 1-4 FOUR FUNCTIONS OF MANAGEMENT WHAT DO MANAGERS DO? (CONT’D)  Mintzberg’s Management Roles Approach (Exhibit 1-5) ◦ Interpersonal roles – Managerial roles that involve people and other duties that are ceremonial and symbolic in nature. Examples: Figurehead, leader, liaison ◦ Informational roles – Managerial roles that involve collecting, receiving, and disseminating information. Examples: Monitor, disseminator, spokesperson ◦ Decisional roles – Managerial roles that revolve around making choices. Examples: Entrepreneur, disturbance handler, resource allocator, negotiator 11 WHAT DO MANAGERS DO? (CONT’D)  Skills Approach  Technical skills  Job specific knowledge and techniques needed to proficiently perform work tasks.  Human skills  The ability to work well with other people individually and in a group.  Conceptual skills  The ability to think and conceptualize about abstract and complex situations concerning the organization. 12 EXHIBIT 1-6 SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS HOW IS THE MANAGER’S JOB CHANGING?  Importance of Customers  Customers have more opportunities than ever before  Delivering consistent high-quality service is essential  Managers need to create customer- responsive organizations  Importance of Social Media  Managers need to understand and manage the power and peril of social media.  Businesses are turning to social media as a way to manage their human resources HOW IS THE MANAGER’S JOB CHANGING?  Importance of innovation  Doing things differently, exploring new territory, and taking risks  Managers need to encourage all employees to be innovative  Importance of Sustainability  Responding strategically to a wide range of environmental and societal challenges  Businesses need to make informed decisions through various stakeholders WHAT IS AN ORGANIZATION?  An Organization Defined A deliberate arrangement of people to accomplish some specific purpose  Common Characteristics of Organizations  Have a distinct purpose (goal)  Are composed of people  Have a deliberate structure EXHIBIT 1-2 CHARACTERISTICS OF ORGANIZATIONS 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. 18 EXHIBIT 1-10 REWARDS AND CHALLENGES OF BEING A MANAGER EXHIBIT 1-9 UNIVERSAL NEED FOR MANAGEMENT All Sizes of Organizations Small Large All Organizational Areas Management All Types of Organizations Manufacturing —Marketing Human Resources —Accounting Is Needed in... Profit Not-for-Profit Information Systems —etc. All Organization Levels Bottom Top 20 MANAGEMENT HISTORY MODULE  Division of labor (specialization) – The breakdown of jobs into narrow and repetitive tasks.  Classical Approach – First Studies of management, which emphasized rationality and making organizations and workers as efficient as possible.  Scientific approach – An approach that involves using the scientific method to find the “one best way” for the job to be done. 21  General Administrative Theory – An approach to management that focuses on describing what managers do and constitutes good management practice.  Principles of Management – Fundamental rules of management that could be applied in all organizational situations and taught in schools.  Bureaucracy – A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations and impersonal relationships. BEHAVIORAL APPROACH  Organizational Behavior – The study of the actions of the people at work.  Hawthorne Studies – A series of studies during the 1920s and 1930s that provided new insights into individuals and group behavior. QUANTITATIVE APPROACH  The use of quantitative techniques to improve decision making.  Total Quality Management (TQM) – A philosophy of management that is driven by continuous improvement and responsiveness to customer needs and expectations. CONTEMPORARY APPROACH  System – A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.  Closed Systems – Systems that are not influenced by and do not interact with the environment.  Open Systems – Systems that interact with their environment.