Fundamentals of Management

Global Edition

Chapter 01
Managing Today

Roksana Binte Rezwan

Assistant Professor, TIU

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Learning Objectives
1.1 Tell who managers are and where they work.
1.2 Define management.
1.3 Describe what managers do.
1.4 Explain why it’s important to study management.
1.5 Describe the factors that are reshaping and redefining
management.
1.6 Describe the key employability skills gained from
studying management that are applicable to your future
career, regardless of your major.

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Learning Objectives 1.1
Tell who managers are and where they work.

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Who Are Managers? Where Do They
Work?
Organization
• A deliberate collection of people brought together to
accomplish some specific purpose
Common Characteristics of Organizations
• Goals
• People
• Structure

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What Three Characteristics Do All
Organizations Share?
Exhibit 1-1 Three Characteristics of Organizations

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 Test
• Q-1) One of the common characteristics of all
organizations is ________ define(s) and limits the
behavior of its members.

• A) a set of written bylaws

• B) a structure
• C) a stated purpose
• D) an explicit goal

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 Test
• Q-2) All organizations have ________ that define(s)
the organization's purpose and reason for existing.

• A) goals
• B) structure
• C) limits
• D) rules

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How Are Managers Different from
Nonmanagerial Employees?
Nonmanagerial Employees
• Work directly on tasks
• Not responsible for overseeing others’ work
Managers
• Direct and oversee the activities of others
• May have work duties not related to overseeing others

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What Titles Do Managers Have? (1 of 2)
Exhibit 1-2 Management Levels

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What Titles Do Managers Have? (2 of 2)
• Top Managers
• Make decisions about the direction of an organization
Middle Managers
• Manage other managers
First-line Managers
• Direct nonmanagerial employees
Team Leaders
• Manage activities of a work team

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 Test
• Q-3) Which one of the following types of managers
is responsible for making organization-wide
decisions and establishing the plans and goals that
affect the entire organization?

• A) top manager
• B) team leader
• C) department head
• D) project leader
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Learning Objective 1.2
Define management.

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Classic Concepts
•The word management was
first popularized by Frederick
Winslow Taylor.
•In 1911, Taylor’s book,
Principles of Scientific
Management, took the
business world by storm
•The use of scientific methods
to define the “one best way” for
a job to be done

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 Test
• Q-4) Taylor began to develop his theory of
________ after a result of viewing workers in steel
companies.

• A) scientific management
• B) the functions of management
• C) ethics-based management
• D) management skills

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What Is Management? (1 of 2)
Management
• The process of getting things done effectively and
efficiently, with and through people.
• Effectiveness: Doing the right things
• Efficiency: Doing things right

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What Is Management? (2 of 2)
Exhibit 1-3 Efficiency and Effectiveness

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 Test
• Q-5) Which one of the following might be an
example of increased efficiency in manufacturing?

• A) increasing advertising for the product

• B) cutting the amount of labor required to make the
product
• C) increasing sales of the product
• D) cutting the price of the product

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 Test
• Q-6) Effectiveness is synonymous with ________.

• A) smart management
• B) efficiency
• C) cost minimization
• D) goal attainment

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 Test
• Q-7) Good management strives for ________.

• A) high efficiency and high effectiveness

• B) low efficiency and high effectiveness
• C) high efficiency and low effectiveness
• D) moderate efficiency and moderate effectiveness

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Learning Objective 1.3
Describe what managers do.

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What Do Managers Do?
Ways to Look at What Managers Do
• 4 Functions Approach
• Management Roles Approach
• Skills and Competencies

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4 Functions Approach
• Planning Exhibit 1-4 Four Management Functions
• Organizing
• Leading
• Controlling

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Management Roles Approach
Exhibit 1-5 Mintzberg’s Managerial Roles

Source: Based on Mintzberg, Henry, The Nature of Managerial Work, 1st edition, © 1973

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Which Approach Takes the Prize?

Which Approach Takes the Prize?

Functions
Roles

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 Skills and Competencies

Conceptual Skill • Analyze and diagnose Working well with othersInterpersonal Skill

Technical Skill Political Skill

Possessing expert job knowledge Political adeptness
Source: Simon/Fotolia

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Is the Manager’s Job Universal? (1 of 5)
• Level in the Organization
• Profit vs. Not-for-profit
• Size of the Organization
• Management Concepts and National Borders

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 Test
• Q-8) Today, the basic management functions are
considered to be ________.

• A) planning, coordinating, leading, and monitoring

• B) planning, organizing, leading, and motivating
• C) planning, organizing, leading, and controlling
• D) commanding, organizing, leading, and decision
making

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Is the Manager’s Job Universal? (2 of 5)
• Level in the Organization
Exhibit 1-6 Management Activities by Organizational Level

Source: Based on T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of

Management,” Industrial Relations 4, no. 2 (1965), p. 103

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Is the Manager’s Job Universal? (3 of 5)
• Profit vs. Not-for-profit

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 Test
• Q-9) Non-profit organizations are different from
for-profit organizations primarily ________.

• A) in the way they measure success

• B) in how they hire employees
• C) in the way they motivate employees
• D) in the way they make decisions

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Is the Manager’s Job Universal? (4 of 5)
• Size of the Organization
Exhibit 1-7 Managerial Roles in Small and Large Businesses

Source: Based on J. G. P. Paolillo, “The Manager’s Self-Assessments of Managerial Roles: Small vs. Large Firms,” American Journal of Small
Business, January–March 1984, pp. 61–62

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 Test
• Q-10) Unlike the manager of a small business, the
most important concerns of a manager in a large
organization are focused
• A) internally, particularly on the allocation of
resources
• B) on planning ways to improve organizational
structure
• C) externally, particularly on entrepreneurial tasks
• D) on setting goals
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Is the Manager’s Job Universal? (5 of 5)
• Management Concepts and National Borders

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Learning Objective 1.4
Explain why it’s important to study management.

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Why Study Management? (1 of 2)
We all have a vested interest in improving how
organizations are managed.

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Why Study Management? (2 of 2)
Most people will either manage or be managed.

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Learning Objectives 1.5
Describe the factors that are reshaping and redefining
management.

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What Factors are Reshaping and
Redefining Management
Welcome to the New World of Management!
• Changing Workplaces + Changing Workforce

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Why Are Customers Important to the
Manager’s Job?
Consistent, high-quality customer service is essential to
survival.

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Why Is Innovation Important to the
Manager’s Job?
“Nothing is more risky than not innovating.”

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Importance of Social Media to the
Manager’s Job
Social media
– Forms of electronic
communication through
which users create
communities to share
ideas, information,
personal messages, and
other content
• Connecting with customers
• Managing human resources

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Importance of Sustainability to the
Manger’s Job
Sustainability
– A company’s ability to achieve its business goals and
increase long-term shareholder value by integrating
economic, environmental, and social opportunities
into its business strategies

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Learning Objective 1.6
Describe the key employability skills gained from studying
management that are applicable to your future career,
regardless of your major

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What Employability Skills Are Critical
for Getting and Keeping a Job?
• Critical thinking
• Communication
• Collaboration
• Knowledge application and analysis
• Social responsibility

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Critical thinking
• Using purposeful and goal-directed thinking.
• Applying information differently in different contexts.
• Elaborating on information or an idea.
• Describing important details and prioritizing them
according to significance.
• Identifying details that reveal bias.

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Communication
• Effectively using oral, written, and nonverbal
communication for multiple purposes
• Effectively listening
• Using technology to communicate
• Critically analyzing messages
• Adapting one’s communication in diverse cultural
contexts
• Evaluating effectiveness of communication in diverse
contexts

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Collaboration
• Actively working together on a task or finding solutions to
problem situations
• Constructing meaning and knowledge as a group
• Being able to dialogue and negotiate in a group
• Being able to work jointly and interdependently in a group
• Being able to appropriately resolve conflict, making sure
all voices are heard

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Knowledge application and analysis
• Recalling previously learned material
• Describing concepts in your own words
• Demonstrating knowledge of facts and key concepts
• Learning a concept and applying that knowledge to real-
life situations
• Combining ideas into a new whole or proposing solutions
• Assessing the value of material for a given purpose

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Social responsibility
•Identifying potential ethical dilemmas; affected
stakeholders; important personal, organizational and
external factors; and possible alternatives
•Making appropriate decisions based on the preceding
factors
•Applying ethical reasoning and critical analysis to real-
world scenarios

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Managers Matter!
Employee productivity, loyalty, and engagement hinge on
employee/manager relationships.
Employee engagement
– When employees are connected to, satisfied with,
and enthusiastic about their jobs

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 Discussion Questions
1. In today’s environment, which is more important to
organization- efficiency or effectiveness? Explain your
choice.
2. Is there one best “style” of management? Why or why
not?
3. “Roles define the manager.” Do you agree or disagree
with this statement? Discuss what you think managers do
4. Business is changing over time and requires
management methods to evolve. What are the factors
that contribute to management changes?

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 Activity
1. Please check Moodle for Take-Home Quiz -1 on Chapter
1 for review and self-assessment.
2. Timed activity
3. 10 minutes to answer 10 MCQs

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Copyright

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