Managers and You in the

Workplace

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Who Is a Manager?
Manager: someone who coordinates and
oversees the work of other people so that
organizational goals can be accomplished

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-1
Levels of Management

Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified
as first-line, middle, or top.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Classifying Managers
• 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

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Where Do Managers Work?

• Organization: a deliberate arrangement of people

to accomplish some specific purpose

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-2
Characteristics of Organizations

Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose,
deliberate structure, and people.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Why Are Managers Important?

• Organizations need their managerial skills and

abilities now more than ever
• Managers are critical to getting things done
• Managers do matter to organizations

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
What Do Managers Do?

• Management involves coordinating and

overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Efficiency and Effectiveness

• Efficiency: doing things right

– getting the most output from the least amount
of input
• Effectiveness: doing the right things
– attaining organizational goals

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-3
Efficiency and Effectiveness in Management

Exhibit 1-3 shows that whereas efficiency is concerned with the means of getting things
done, effectiveness is concerned with the ends, or attainment of organizational goals.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Management Functions
• 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

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-4
Four Functions of Management

Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Mintzberg’s Managerial Roles and a
Contemporary Model of Managing

• Roles: specific actions or behaviors expected of

and exhibited by a manager
• Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision-making

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Types of Roles
• Interpersonal
– Involve people (subordinates and persons outside the
organization) and other ceremonial and symbolic
duties.
– Figurehead, leader, liaison
• Informational
– involve collecting, receiving, and disseminating
information.
– Monitor, disseminator, spokesperson

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Types of Roles

• Decisional
– Making decisions or choices
– Entrepreneur, disturbance handler, resource allocator,
negotiator

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-5
Mintzberg’s Managerial Roles

Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Management Skills – what type of skills managers need?
Robert L. Katz proposed 3 critical skills:
1) Technical skills
– Knowledge and proficiency in a specific field
– are the job-specific knowledge and techniques needed
to proficiently perform work tasks.
– These skills tend to be more important for first-line
managers because they typically manage employees
who use tools and techniques to produce the
organization’s products or service the organization’s
customers.

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Management Skills – what type of skills managers need?
Robert L. Katz proposed 3 critical skills:
2) Human skills
– The ability to work well with other people both
individually and in a group
– Because all managers deal with people, these
skills are equally important to all levels of
management.

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Management Skills – what type of skills managers need?
Robert L. Katz proposed 3 critical skills:
3) Conceptual skills
– The ability to think and conceptualize about abstract
and complex situations concerning the organization
– Using these skills, managers see the organization as a
whole, understand the relationships among various
subunits, and visualize how the organization fits into its
broader environment.
– These skills are most important to top managers.

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-6
Skills Needed at Different Managerial Levels

Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial
levels.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-7
Important Managerial Skills

Exhibit 1-7 shows other important managerial skills.

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-8
Changes Facing Managers

Exhibit 1-8 shows some of the most important changes facing managers.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
HOW is the manager’s job changing?

Focus on the Customer

• Without customers, most organizations would
cease to exist
• Managing customer relationships is the
responsibility of all managers and employees
• Consistent, high-quality customer service is
essential

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Focus on Technology
• Technology has been changing how things get
done
• Managers must get employees on board with new
technology
• Managers must oversee the social interactions
and challenges involved in using collaborative
technologies
• Fallen short – replicating human interactions and
submitting human judgement

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Focus on Social Media
• Social media: forms of electronic communication
through which users create online communities to
share ideas, information, personal messages, and
other content
• “Takes 20 years to build a reputation and 5
minutes to ruin it”
• Managers need to remember that social media is
a tool that needs to be managed to be beneficial

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Focus on Innovation
• Innovation: exploring new territory, taking risks,
and doing things differently

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Focus on Sustainability
• 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

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Focus on the Employee
• Treating employees well is not only the right thing
to do, it is also good business
• Great places to work

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
WHY Study Management?

The Universality of Management

• The reality that management is needed in all types
and sizes of organizations, at all organizational
levels, in all organizational areas, and in
organizations no matter where located

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Exhibit 1-9
Universal Need for Management

Exhibit 1-9 shows that management is universally needed in all types of, and throughout all
areas of, organizations.
Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
The Reality of Work
• When you begin your career, you will either
manage or be managed.

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Challenges of Being a Manager
• 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

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Rewards of Being a Manager
• Responsible for creating a productive work
environment
• Recognition and status in your organization and
in the community
• Attractive compensation in the form of salaries,
bonuses, and stock options

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
 Exhibit 1-10
Rewards and Challenges of Being a Manager
Rewards Challenges

Create a work environment in which organizational Do hard work

members can work to the best of their ability
Have opportunities to think creatively and use May have duties that are more clerical than
imagination managerial
Help others find meaning and fulfillment in work Have to deal with a variety of personalities

Support, coach, and nurture others Often have to make do with limited resources

Work with a variety of people Motivate workers in chaotic and uncertain situations

Receive recognition and status in community and Blend knowledge, skills, ambitions, and experiences
organization of diverse work group
Play a role in influencing organizational outcomes Success depends on others’ work performance

Receive appropriate compensation in the form of Blank cell

salaries, bonuses, and stock options
Good mangers are needed by organizations Blank cell

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved