Management

Professor: Jui-Yu Chen (Mark)

Email: juiychen@o365.fcu.edu.tw
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 Chapter 1. Learning Objectives
1.1 Tell who managers are and where they work.

1.2 Explain why managers are important to organizations.

1.3 Describe the functions, roles, and skills of managers.

1.4 Describe the factors that are reshaping and redefining the manager’s job.

1.5 Explain the value of studying management.

1.6 Describe the benefits of the Employability Skills Matrix (ESM).

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 Chapter 1. The Role and Level of Managers
Manager: someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished

• 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
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 Chapter 1. The Role and Level of Managers

• First-line (or front-line) managers (often called supervisors) are typically involved with producing the
organization’s products or servicing the organization’s customers. These managers are located on the
lowest level of management.
• Middle managers include all levels of management between the first and top levels of the organization.
They may have titles such as regional manager, project leader, store manager, or division manager.
• Top managers include managers at or near the top of the organization who are responsible for making
organization-wide decisions and establishing plans and goals that affect the entire organization.

https://www.youtube.com/watch?v=xHBhFKBLhWs Copyright © 2021 Pearson Education Ltd. 4

 Chapter 1. The Role and Level of Managers
Kelly, a production supervisor, is responsible for ten employees who assemble components into a finished
product. Kelly is a ________.
• A) top manager
• B) nonmanagerial employee
• C) middle manager
• D) first-line manager
Ben, a production plant manager, reports to Dan, a regional manager. Ben and Dan are ________.
• A) top managers
• B) middle managers
• C) supervisors
• D) first-line managers
________ have titles such as executive vice president, chief operating officer, and chief executive officer.
• A) Supervisors
• B) Middle managers
• C) First-line managers
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• D) Top managers
Organizational Structure

• Communication typically flows from the top to the

bottom, which means innovation stagnates,
engagement suffers, and collaboration is virtually
non-existent.

• No focus on the employee experience in this type

of structure.

• The strength of the hierarchy used to be that it was

so reliable at maintaining the status quo.

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Organizational Structure
• There are fewer layers, and the arrows point both ways.
• This is the model that most large (and many mid-size)
organizations worldwide are moving towards.
• A strong focus on communication and collaboration,
improving the employee experience, and challenging the status
quo around traditional management models.
• This model cannot exist without a few crucial things.
✓ A robust set of technologies
✓ An understanding by executives and managers that
employees don’t need to work at your company
✓ Managers exist to support the employees. Senior leaders
focus on pushing the power of authority down to others.
✓ Be comfortable with things like flexible work
arrangements, getting rid of annual employee reviews, and
challenging other outdated ways of working
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Organizational Structure
• In this type of an environment the company operates
within an existing structure but allows employees to
suggest and then run with new ideas.
• Ideas that company allows employees to move forward
with usually result in separate teams being formed.
• New teams must be formed which oftentimes must
operate with far more autonomy, more resources, and
much less bureaucracy.
• This type of a structure can work within any type of
company large or small.
• A flatarchy is to be thought of as a more temporary
structure which creates isolated pockets of new
structures when needed, such as in the case of developing
a new product or service.
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 Organizational Structure
• The basic goal of this structure is to allow for distributed
decision-making while allowing everyone to work on what
they do best.
• The circles might represent what most people would think
of as departments.
• Information is openly accessible, and issues are processed
within the organization during special and ongoing
meetings.
• Holacratic structure can be more viable for smaller or
medium size organizations.
• A “self-managed organizational structure” where
employees are encouraged to identify areas of opportunity
and propose solutions.
• Teams are empowered to work quickly and in their
https://www.consorticongroup.com/blog/which-organisations-use-a- customer’s best interest. 9
holacratic-structure
Organizational Structure

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 Organizational Structure

• There are usually no job titles, seniority, managers, or

executives. Everyone is seen as equal.
• If an employee wants to start their own project, they are
responsible for securing funding and building their
team.
• Smaller and medium-sized companies might be able to
operate in this type of environment.
• Holacratic structure can be more viable for smaller or
medium size organizations.
• Informal hierarchies automatically get created based on
seniority. People who are at the company longer just tend to
be viewed as being more senior.
• The lack of structure can also make accountability and
reliability a bit of an issue as well.
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https://www.youtube.com/watch?v=Z-pT0XDYvDM
 Chapter 1. Characteristics of Organizations
• Organization: a deliberate arrangement of people to accomplish some
specific purpose
• Organizations share three common characteristics:
(1) each has a distinct purpose;
(2) each is composed of people;
(3) each develops some deliberate structure so members can do their work.

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Chapter 1. Why Are Managers Important?
• Organizations need their managerial skills and abilities
• Managers are critical to getting things done
• Managers make a difference in an organization’s performance

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 Chapter 1. What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so
that their activities are completed efficiently and effectively.
• Efficiency: doing things right
• Get the most output from the least amount of inputs to minimize resource costs. Efficiency is
referred to as “doing things right.”
• Effectiveness: doing the right things
• Complete activities to attain organizational goals and is described as “doing the right things.”

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 Chapter 1. What Do Managers Do?
An automobile manufacturer increased the total number of cars produced while keeping the production costs
the same. The manufacturer increased its ________.
• A) equity
• B) efficiency
• C) effectiveness
• D) effort
If your team quickly painted the wall but discovered afterward it was the wrong wall, your team would be
________.
• A) efficient but ineffective
• B) efficient and effective
• C) effective but inefficient
• D) neither effective nor efficient
If Fiona accomplishes her projects with high-quality results but takes more time than other managers in the
process, as a manager, she is ________.
A) efficient but ineffective
B) a leader but not a top manager
C) project-oriented but not effective
D) effective but inefficient 15
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 Chapter 1. Management Functions

• Henri Fayol, a French industrialist in the early 1900s, proposed that managers perform five
management functions: POCCC (planning, organizing, commanding, coordinating, and
controlling).
• Managing is not always performed in a sequence as outlined above. Since these four management
functions are integrated into the activities of managers throughout the workday, they should be
viewed as an ongoing process.
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Chapter 1. Management Functions

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Chapter 1. Management Functions

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 Chapter 1. Management Functions
Establishing strategies for achieving organizational goals is a part of the ________ function.
• A) leading
• B) coordinating
• C) planning
• D) organizing

The human resources manager is meeting with the production manager to write job descriptions and to
decide how to group jobs for a new production line. These two are engaged in ________.
• A) planning
• B) organizing
• C) leading
• D) controlling
Two of Brent's subordinates have not been getting along, interfering with their productivity. When Brent
meets with them to resolve the conflict, he is engaged in ________.
• A) planning
• B) organizing
• C) leading
• D) controlling
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 Chapter 1. Mintzberg’s Managerial Roles and a
Contemporary Model of Managing

• Interpersonal roles: involve people (subordinates and

persons outside the organization) and other ceremonial and
symbolic duties.
• Figurehead, leader, liaison

• Informational roles: involve collecting, receiving, and

disseminating information.
• Monitor, disseminator, spokesperson

• Decisional roles: entail making decisions or choices

• Entrepreneur, disturbance handler, resource allocator,
negotiator

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https://www.youtube.com/watch?v=NgkQYRqxKTs Copyright © 2021 Pearson Education Ltd.
 Chapter 1. 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
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 Chapter 1. Challenges Facing Managers Today
and into the Future
• Focus on technology
✓ What are the potential technologies or techniques the firm should invest in or apply?
✓ Will we stick to our original IT system or shift our focus to a new one?
✓ Should we apply new technology because it is more environmentally friendly?

• Focus on disruptive innovation

✓ When will be a good starting point to develop the firm’s following star product?
✓ If our competitor has invented a new product that will influence our firm’s sales of
products? What should be our next move?

• Focus on social media

✓ How does social media relate to the firm’s reputation management/crisis management?
✓ Do we have an appropriate influencer strategy for leading the public opinion?
✓ Do we maintain good customer relationships through social media?
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Chapter 1. Challenges Facing Managers Today
and into the Future
• Focus on ethics
✓ What’s the firm’s corporate culture/core value? Is it OK for employees to achieve goals
regardless of the methods?
✓ If the organization has abusive leadership (some middle managers), how will you communicate
with them?
✓ Does the company conduct appropriate corporate social responsibility activities?
• Focus on political uncertainty
✓ How will the local government’s policy influence the firm’s goals?
✓ How will the next country leader influence the trading policies?
✓ If there’s a war in the country (foreign direct investment), should the firm do anything to deal
with the uncertainty?
• Focus on the customer
✓ What’s our customer strategy? Who’s our target audience? What’s our yearly promotional
strategy?
✓ Do we understand our customers’ preferences? Have we considered the foreign country’s
culture, language, or living style?
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Chapter 1. Universal Need for Management

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 Chapter 1. Rewards of Being a Manager
• Responsible for creating a productive work environment

• Recognition and status in your organization and the community

• Attractive compensation in the form of salaries, bonuses, and stock options

• Create a work environment in which organizational members can work to the best of their ability

• Have opportunities to think creatively and use imagination

• Help others find meaning in work

• Support, coach, and nurture others

• Work with a variety of people

• Receive recognition and status in the organization and community

• Play a role in influencing organizational outcomes

• Receive appropriate compensation in the form of salaries, bonuses, and stock options 25
Chapter 1. Employability Skills Matrix (ESM)

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Mini Case: Can A Work-At-Home Policy Hurt Morale

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