Chapter 5
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MANAGEMENT SCIENCE
TRAN THI BICH NHUNG
Tranthibichnhung.cs2@ftu.edu.vn
Contents
Chapter 1: Principles of scientific management
Chapter 2: Business resource management
Chapter 3: Business analysis model
Chapter 4: Process management
Chapter 5: Managers and management skills
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CHAPTER 5: MANAGER AND
MANAGEMENT SKILLS
TRAN THI BICH NHUNG
Tranthibichnhung.cs2@ftu.edu.vn
Learning Objectives
1. Tell who managers are and where they work.
2. Describe the functions, roles, and skills of managers.
3. Describe the factors that are reshaping and redefining
the manager’s job.
4. Explain some changes facing managers.
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Who Are Managers?
Manager – Someone who coordinates and oversees
the work of other people so organizational goals can be
accomplished.
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Who Are 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.
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Who Are Managers?
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Who Are Managers?
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Where Do Managers Work?
Organization – A deliberate arrangement of people
assembled to accomplish some specific purpose.
Common Characteristics of Organizations
– Have a distinct purpose (goal)
– Are composed of people
– Have a deliberate structure
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Where Do Managers Work?
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What Do Managers Do?
Management involves coordinating and overseeing
the work activities of others so that their activities are
completed efficiently and effectively.
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What Do Managers Do?
Management involves coordinating and overseeing
the work activities of others so that their activities are
completed efficiently and effectively.
Efficiently Effectively
Doing things right Doing the right things
Getting the most output Attaining organizational
from the least inputs goals
Efficiently Effectively
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What Do Managers Do?
Management involves coordinating and overseeing
the work activities of others so that their activities are
completed efficiently and effectively.
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The Four Management Functions
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Management Roles
• Roles are specific actions or behaviors
expected of a manager.
• Mintzberg identified 10 roles grouped
around interpersonal, information, and
decision- making roles.
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Three Types of Roles
• Interpersonal roles
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource
allocator, negotiator
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Skills Managers Need
• 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
Cognitive skills – interpersonal skills – business
skills – strategic skills
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Skills Managers Need
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Skills Managers Need
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Do you think Managers are
Important?
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Why Are Managers Important?
Organizations need their managerial skills and abilities more
than ever in these uncertain, complex, and chaotic times.
Managerial skills and abilities are critical in getting things
done.
The quality of the employee/supervisor relationship is the
most important variable in productivity and loyalty.
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Do you want to be
a manager?
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Rewards of Being a Manager
• Rewards
– Help others find meaning in their work
– Meet and work with a variety of people.
– Receive recognition and status in your
organization and in the community.
– Get attractive compensation in the form of
salaries, bonuses, and stock options.
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Challenges of Being a Manager
• Challenges
– Can be a thankless job
– May entail clerical type duties
– Managers also spend significant amounts of time
in meetings and dealing with interruptions
– Managers often have to deal with a variety of
personalities and have to make do with limited
resources
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Rewards and Challenges of Being a Manager
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