Management - Chapter 1 - Managers and You in the Workplace - PDF

Management Fifteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace Copyright © 2021 Pearson Education Ltd. Who Is a Manage...

Management Fifteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace Copyright © 2021 Pearson Education Ltd. Who Is a Manager? Manager: someone who coordinates and oversees the work of other people so that organizational goals can be accomplished Exhibit Levels of Management Exhibit shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top. Classifying Managers First-Line Managers: manage the work of non- managerial employees Middle Managers: manage the work of first-line managers Top Managers: responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization Where Do Managers Work? Organization: a deliberate arrangement of people to accomplish some specific purpose Exhibit Characteristics of Organizations Exhibit shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people. What Do Managers Do? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Efficiency and Effectiveness Efficiency: doing things right – getting the most output from the least amount of input Effectiveness: doing the right things – attaining organizational goals Exhibit Efficiency and Effectiveness in Management Exhibit shows that whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Management Functions Planning: Defining goals, establishing strategies to achieve goals, and 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 work Exhibit Four Functions of Management Exhibit shows the four functions used to describe a manager’s work: planning, organizing, leading, and controlling. Mintzberg’s Managerial Roles and a Contemporary Model of Managing Roles: specific actions or behaviors expected of and exhibited by a manager Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision-making Types of Roles Interpersonal – Figurehead, leader, liaison Informational – Monitor, disseminator, spokesperson Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator Exhibit Mintzberg’s Managerial Roles Exhibit shows the four functions used to describe a manager’s work: planning, organizing, leading, and controlling. Management Skills 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 Exhibit Skills Needed at Different Managerial Levels Exhibit shows the relationships of conceptual, human, and technical skills to managerial levels. The 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 located Universal Need for Management Exhibit shows that management is universally needed in all types of, and throughout all areas of, organizations.