Who are Managers?

● Manager - someone who coordinates and oversees other people's work to accomplish
organizational goals.
○ 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 manage are responsible for making organization-
wide decisions and establishing plans and goals that affect the entire organization
Core Definitions of Management
➢ Process - Management is the practice of achieving organizational goals
➢ Discipline - Management is also described as a body of knowledge
➢ Group of people - Management is used to refer to individuals of a particular class who are
managers
Management is a body of knowledge put into practice by an individual or group to achieve
organizational goals.

Management refers to a set of functions designed to get things done through and with people
through efficiency in resources’ utilization to attain predetermined goals effectively.

Managerial Concerns
❖ Efficiency (doing things right)(Means)
- Getting the most output for the least inputs
- Low Resource Waste = high efficiency
❖ Effectiveness (doing the right things)(Ends)
- setting priorities
- attaining organizational goals
- High Goal Attainment = high effectiveness

“Management is the art of knowing what you want to do and then seeing that they do it in the best and
the cheapest way.”
- Frederick Winslow Taylor
- (March 20, 1856 - March 21, 1915)
“Management is the art of getting things done through people.”
- Mary Parker Follett
- ( Sept. 03, 1868 - Dec. 18, 1933)
“Management is a distinct process consisting of planning, organizing, actuating and controlling;
utilizing in each both science and art and followed in order to accomplish pre-determined objectives.”
- George R. Terry
- (1877-1955)
“Management is the art of getting things done through others and with formally organized groups.”
- Harold Koontz
- (1909-1984)
“Management is a multi-purpose organ that manages business and manages managers and manages
worker and work.”
“There is nothing so useless as doing efficiently that which should not be done at all.”
- Peter F. Drucker, Father of Modern Management
- ( Nov. 19, 1909 - Nov. 11, 2005)

Functional Approach
 ➢ 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.

3 Essential Managerial Skills by Robert L. Katz

➢ Technical skills - knowledge and proficiency in a specific field
➢ Human/Interpersonal skills - the ability to work well with other people
➢ Conceptual skills - the ability to think and conceptualize abstract and complex situations
concerning the organization
Skills Needed at Different Management Levels

Conceptual Skills
● Using information to solve business problems
● Identifying opportunities for innovation
● Recognizing problem areas and implementing solutions
● Selecting critical information from masses of data
● Understanding of business uses of technology
● Understanding the organization’s business model
○ A business model is a company’s plan for making a profit. It identifies the products
or services the business will sell, the target market it has identified, and the
expenses it anticipates.
○ It answers the question: “How will the organization earn money and make a profit?”
Example:
The direct-to-consumer business model is primarily based on direct access from a brand or company to its final
customers. This kind of model implies a massive branding and marketing activity to ensure consumers have your
product on top of their minds.

What is an Organization?
● Organization - It is a deliberate arrangement of people to
accomplish some specific purpose (that individuals
independently could not accomplish alone).
Characteristics of Organization (PPS)
● Distinct purpose
● Composed of people
● Deliberate structure
Management Roles Approach (Henry Mintzberg)
➢ Interpersonal roles
Roles that managers assume to provide direction and supervision to both employees and the
organization as a whole:
➢ Informational roles
Roles associated with the task needed to obtain and transmit information in the process of managing the
organization:
➢ Decisional roles
Roles associated with methods managers use in planning strategy and utilizing resources:

What Managers Actually Do

➢ Interaction
➢ Reflection
➢ Action
How the Manager’s Job is Changing
➢ The increasing importance of customers
○ Customers are the reason organizations exist
○ Customer relationship
○ High-quality customer service
➢ Innovation
○ Doing things differently, exploring new territory, and taking risks.
○ Act on opportunities for innovation
Changes Impacting the Manager’s Job
➢ Changing Technology
➢ Increased Security Threats
➢ Increased Emphasis on Organizational and Managerial Ethics
➢ Increased Competitiveness

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
○ Offers challenging, exciting, and creative opportunities for meaningful and fulfilling
work.
○ Successful managers receive significant monetary rewards for their efforts.
Rewards and Challenges of Being a Manager