Manager PDF

**. Manager** Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. A person who manages and guides others to achieve organizational goals. **Classifying Managers** **. First-line Managers** Individuals who manage the work of non-manager...

**. Manager** Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. A person who manages and guides others to achieve organizational goals. **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. Individuals responsible for organization-wide decisions and setting plans and goals for the entire organization. **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 **WHY are managers important?** **-** Organizations need their managerial skills and abilities **-** They're critical to getting things done **-** Managers make a difference in an organization's performance **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 work.* **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** **What Managers Actually Do (Mintzberg)** **Interaction** **-** with others **-** with the organization **-** with the external context of the organization **Reflection** **-** thoughtful thinking **Action** **-** practical doing **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 **What Is An Organization?** **An Organization Defined** A structured group of people working together to achieve a specific goal that individuals alone could not accomplish **Common Characteristics of Organizations** **-** Have a distinct purpose (goal) **-** Composed of people **-** Have a deliberate structure **Characteristics of Organizations** **-** Distinct Purpose **-** Delberate Structure **-** People **The Value of Studying Management** **The universality of management:** Good management is needed in all organizations