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Chapter 1 Management and Organization

The document discusses the roles and functions of managers, defining them as those who oversee the work of other employees to accomplish organizational goals through planning, organizing, leading, and controlling activities. It explores the different levels of managers from first-line to top managers and their responsibilities, as well as the skills managers require and how the management job is changing in today's digital world with an emphasis on customers, innovation, and ethics.

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Christian Sawaya
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118 views

Chapter 1 Management and Organization

The document discusses the roles and functions of managers, defining them as those who oversee the work of other employees to accomplish organizational goals through planning, organizing, leading, and controlling activities. It explores the different levels of managers from first-line to top managers and their responsibilities, as well as the skills managers require and how the management job is changing in today's digital world with an emphasis on customers, innovation, and ethics.

Uploaded by

Christian Sawaya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Chapter 1: Management and Organization

Saturday, September 14, 2019


1:15 PM

Why are managers important?

• In a changing world of emerging technologies, climate change and


globalization, managers do matter.
• Managers are critical to get things done, although they do not directly
interfere.
• The relationship between managers and employees are critical for the
success of the overall business operations.

Who is a manager?

Manager: Someone who coordinates and oversees the work of other people
so that organizational goals can be accomplished.
Their duties are not about achieving personal goals, but helping others do
their work.

First-Line Managers: Manage and coordinate the work of nonmanagerial


employees who are directly involved either in the production of the goods or
providing the service of the organization. Examples: Supervisor, Shift
Manager.

Middle Managers: Are responsible of the First-Line Managers, and serve as a


connection between the First-Line Managers and the Top Management.
Examples: Branch Manager, Division Manager.
Top Managers: Responsible of taking the broad decisions that affect the
organization as a whole. In addition they establish the goals and the long term
plans.
Examples: Chief executive officer, Chief Financial Officer, Chief Information
Officer.

Where do managers work?


Managers work in an organization.
Organization:
• Has a distinct purpose
• Has people to achieve that purpose
• Has a deliberate structure

The Deliberate structure (open and flexible or traditional) that mandate the
day to day actions in the organization have changed over time.
Open and flexible: Teams that tackle tasks to finish them as quickly as possible
Traditional: Bosses who have authority over members. This approach cannot
be neglected.

What do managers do?

Managers ensure that the activities executed in the business are being done
effectively and efficiently by the people responsible of doing them.

Efficiency: "Doing things right". Getting most output with least input. It is
important because of scarcity of money, people, time, equipment. It often
results in cost reduction.
Effectiveness: "Doing the right things". Pursuing and achieving the goals
through adequate work initiatives.
Fayol's Managers Functions:
Henry Fayol described 5 management functions: Planning, Organizing ,
Commanding, Coordinating and Controlling.
Today these 5 have been reduced to 4 main functions:
Planning, Organizing, Leading and Controlling

Planning: Setting the goals, establishing strategies, and developing plans


to coordinate activities.
Organizing: Deciding what needs to be done, how it will be done, and
who is to do it.
Leading: Motivating, Leading, Dealing with people, Solving on ground
issues
Controlling: Ensuring that activities are accomplished as planned,
ensuring that goals are met within set deadline.

Mintzberg's Management Roles:


Managerial Roles are actions or behaviors expected by each person who
needs to play the manager role.

Interpersonal Roles:
o Figurehead: One represents a unit (President for example).
o Liaison: Connecting people.
o Leader: Dealing with people: motivating and solving issues.
Informational Roles:
o Monitor: Receives information
o Disseminator: Sharing information internally
o Spokesperson: Sharing information to outsiders
Decisional Roles:
o Entrepreneur: Apply new ideas, takes risk.
o Disturbance handler: Handle conflicts (affective: hating other
people, cognitive: hating other's ideas)
o Resource allocator
o Negotiator

Managers manage either by:


• Managing actions
• Managing people
• Managing information

Managers should frame and schedule their tasks

Management Skills

Technical skills: job specific knowledge and techniques needed to


perform work tasks. These skills tend to be more important for front-line
management. Even, employees with high/excellent technical skills
become first-line managers.

Human skills: Ability to work with people both individually and within a
group. Eventually, all managers need to work with people. Managers with
good human skills know how to get the most out of people.

Conceptual skills: Skills used by managers to think and conceptualize


abstract and complex situations. Through these skills managers can see
the organization as a whole, understand relationships between people,
and visualize how the organization fits in the whole system.
These skills are the most important to top managers.
How is the Management Job Changing?
Today, managers are dealing with many changes:
• Changing Technology (Digitalization), Changing security threats,
Increasing emphasis on ethics, Increased competitiveness.

Important factors for managers:


• Customers: Delivering consistent high-quality customer service is a must
in today's managerial world.
• Innovation: Innovation, which represents doing things differently,
exploring new ideas and taking risks. Lack of innovation can be due
mainly to limited financial resources, and also due to lack of qualified
personnel.

Why study management?

• The Universality of Management:


Managers are needed in:
• All sizes of organizations (small, large)
• All levels of an organization (top, bottom, executives, employees)
• All fields of an organization (marketing, finance, IS,…)
• All types of organizations (NGO, corporations,…)

• The reality of work: You are surely either going to be a manager,


managed, or at least have some managerial responsibilities.
• The rewards of being a manager

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