1 chapter managers and management copyright ©2013 pearson education, inc. publishing as prentice...

1Chapter

ManagersandManagement

Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1-1

Learning Outcomes

• Tell who managers are and where they work.• Define management.• Describe what managers do.• Explain why it’s important to study

management.• Describe the factors that are reshaping and

redefining management.


Who Are Managers?Where Do They Work?

• Organization– A deliberate arrangement of people brought

together to accomplish a specific purpose

• Common Characteristics of Organizations– Goals– People – Structure

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How Are Managers Different from Nonmanagerial Employees?• Nonmanagerial Employees – People who work directly on a job or task and

have no responsibility for overseeing the work of others

– Examples: Associates and Team Members

• Managers – Individuals in organizations who direct the

activities of others


What Titles Do Managers Have?

• Top Managers – Make decisions about the direction of the

organization– Examples: President, Chief Executive Officer, Vice-

President• Middle Managers – Manage the activities of other managers – Examples: District Manager, Division Manager

• First-line Managers – Direct nonmanagerial employees– Examples: Supervisor, Team Leader


What Is Management?

Management is the process of getting things done effectively and efficiently, with and through people.•Effectiveness – “Doing the right things”: the tasks that help an

organization reach its goals

•Efficiency – “Doing things right”: the efficient use of such

resources as people, money, and equipment


What Do Managers Do?

In the functions approach proposed by French industrialist Henri Fayol, all managers perform certain activities or functions.


Four Management Functions

• Planning – Defining the organizational purpose and ways to

achieve it• Organizing – Arranging and structuring work to accomplish

organizational goals• Leading – Directing the work activities of others

• Controlling – Monitoring, comparing, and correcting work

performance


What Are Management Roles?


Minzberg Manager’s Role: Update

Manager’s role is to influence action by:1. Managing actions directly2. Managing people who take action3. Managing information that propels people to

take action

Manager’s dual roles include:1. Framing2. Scheduling


What Skills Do Managers Need?

• Conceptual Skills – Used to analyze and diagnose complex situations

• Interpersonal Skills – Used to work with, understand, and motivate

individuals and groups• Technical Skills – Involve job-specific knowledge and techniques

required to perform tasks• Political Skills – Used to build a power base and establish

connections


Is the Manager’s Job Universal?

• Level in the Organization• Profit vs. Nonprofit


Why Study Management?

• We all benefit from efficiently and effectively run businesses.

• Well-managed organizations prosper even in challenging economic times.

• After graduation, most students become managers or are managed.


What Factors Are Reshaping and Redefining Management?Today, managers must deal with:– Changing workplaces– Ethical and trust issues– Global economic

uncertainties– Changing technologies


Trader Joe’s success results from outstanding customer service.

Why Are Customers Important?

• Without customers, most organizations would cease to exist.

• Employee attitudes and behaviors play a big part in customer satisfaction.

• Managers must create a customer-responsive environment where employees are friendly, knowledgeable, and sensitive to customer needs.


Why Is Innovation Important?

• “Nothing is more risky than not innovating.”

• Innovation isn’t only important for high technology companies; it is essential in all types of organizations.


History Module

A Brief History of Management’s Roots


Early Management

• Management has been practiced for thousands of years.

• Organized projects were directed by people responsible for planning, organizing, leading, and controlling.


Classical Approaches (1911–1947)

Scientific Management– Frederick W. Taylor

described scientific management as a method of scientifically finding the “one best way to do a job.”


Other Classical Approaches

General Administrative Theory– Focused on what constituted

good management.– Henri Fayol identified five

management functions and 14 management principles.

– Max Weber described the bureaucracy as an ideal rational form of organization.


Fayol’s Principles Division of work

Dividing jobs into smaller parts and assigning one/two parts to one individual.

Authority and responsibilityIf someone is provided authority he/she must be given responsibility and vice versa.

DisciplineThere should be rules in the organization and the rules should be implemented

Unity of CommandEveryone in the organization should receive order, instructions, command only from one boss.

Unity of DirectionThere should be one single plan to be followed by every department, division and individual in the organization.

Subordination of individual interests to the general interestsThe individuals in the organizations should be encouraged to give precedence of organizational interest over individual interest.


Fayol’s Principles Remuneration

The employees of the organization should be given fair remuneration.

CentralizationThere should be a right balance between centralization and decentralization.

Scalar chainThere should be an unbroken line of authority from top to bottom.

OrderEverything and everyone in the organization should have a place and that thing or person should be in that place.

EquityThe manager should maintain equity among the subordinates in terms of benefits.

Stability of Tenure of PersonnelThe employees should be granted either permanent tenure or long term contract.

InitiativeThe manager should initiate changes and improvement in the organization.

Esprit de corpsThe manager should develop team spirit to his/her subordinates


Behavioral Approaches

Early management writers included:– Robert Owen, who was concerned about

deplorable working conditions– Hugo Munsterberg, a pioneer the field of

industrial psychology– Mary Parker Follett, who recognized that

organizations could be viewed from both individual and group behavior perspectives


The Hawthorne Studies

• Studies conducted at the Hawthorne Works of the Western Electric Company: – Provided new insights into

individual and group behaviorat work.

– Concluded that group pressures can significantly impact individual productivity.


Quantitative Approaches

• Quantitative Approach– Used quantitative techniques to improve decision-

making.– Evolved from mathematical and statistical

solutions developed for military problems during World War II.

– W. Edwards Deming and Joseph M. Duran’s ideas became the basis for total quality management (TQM).

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Contemporary Approaches

• Focused on managers’ concerns outside the organization– Organizations are open systems that are influenced by

and interact with their environments. – Fred Feildler’s contingency approach states that

organizations, employees, and situations require different managerial approaches.

– Dramatic changes in information technology connect nearly everyone in an organization, and managers now supervise employees remotely.


1 chapter managers and management copyright ©2013 pearson education, inc. publishing as prentice...

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