Md.

Sahidur Rahman
PhD (Chittagong), MScR (Edinburgh), MSc (Dundee),
PGD (London), MCom, BCom (Dhaka)
Professor
Department of Management
University of Chittagong
Bangladesh 4331
Mobile: +880-1979-244387 (Whatsapp)
+880-1816109631
Email: sahidur_cu@yahoo.com
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 Chapter : 1

Introduction to Management
and
Organizations

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 Chapter Outline
Who Are Managers?
• Classifying managers
What Is Management?
• Define management.
• Why efficiency and effectiveness are important to
management.
What Do Managers Do?
• Functions of management
• Mintzberg’s managerial roles
• Katz’s three essential managerial skills

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 Chapter Outline
How the Manager’s Job is Changing?
• Discuss the changes that are impacting managers’ jobs.
What Is An Organization?
•Describe the characteristics of an organization.
•Explain how the concept of an organization is changing.
Why Study Management?
•Explain the universality of management concept.
•Discuss why an understanding of management is important.
•Describe the rewards and challenges of being a manager
• Management: Science or Art?

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 Who Are Managers?
• Manager
– Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
– Run large corporations as well as entrepreneurial start-
ups.
– Found in government depts, hospitals, small businesses,
NGOs, museums, schools, political campaigns, etc.
– Some are top-level managers, while others are first-line
managers.
– Can be young or old.
– Can be male or female. 5
Exhibit 1–1 Women In Managerial Positions
Around The World

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 Classifying Managers
• First-line Managers
– Individuals who manage the work of non-managerial employees.
– Supervisors, shift managers, departmental managers, or office
managers.
– Producing products or servicing the customers.
• Middle Managers
– Individuals who manage the work of first-line managers.
– Regional manager, project leader, or division manager,
• Top Managers
– Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.
– Executive vice president, president, managing director, chief
operating officer, or chief executive officer.
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Exhibit 1–2 Managerial Levels

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 Define Management
• Management is what a manager does. (Louis allen)
• Management is the art of getting things done through
others. (Mary Parker Follet)
• Management is to forecast, to plan, to organize, to
command, to coordinate and control activities of others.
(Henri Fayol)
• Management is the process of designing and maintaining
an environment in which individuals, working together in
groups, efficiently accomplish selected aims (Koontz &
Weihrich)
• Management involves coordinating and overseeing the
work activities of others so that their activities are completed
efficiently and effectively(Robbins, Coulter & Vohra) 9
 Efficiency and Effectiveness
• Efficiency: Doing things right, or getting the most output
from the least amount of inputs
• Effectiveness: Doing the right things, or completing activities
so that organizational goals are attained
• Managers deal with scarce inputs, such as people, money
• They are concerned with the efficient use of resources
without wasting
• Management is also concerned with being effective for the
attainment of goal
• In successful organizations, high efficiency and high
effectiveness typically go hand in hand
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Exhibit 1–3 Effectiveness and Efficiency in
Management

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 What Do Managers Do?
• Describing what managers do is not easy
• Management researchers developed three
approaches to describe what managers do
- Management functions
- Management roles
- Management skills

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 Management Functions
• According to functions approach, managers perform certain
functions as they efficiently an effectively coordinate the
work of others
• Henri Fayol proposed five functions in the early twentieth
century
• Today, these functions condensed to four (Exhibit 1 -4) :
- Planning
- Organizing
- Leading
- Controlling

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Exhibit 1–4 Management Functions

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 Management Functions
– Planning
• Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
– Organizing
• Arranging and structuring work to accomplish organizational
goals.
• Determine what tasks are to be done, who is to do them, how
the tasks are to be grouped etc
– Leading
• Working with and through people to accomplish goals.
• Motivate people to resolve work group conflict, select the most
effective communication channel
– Controlling
• To ensure that goals are being met and that work is being done
as it should be, managers must monitor and evaluate
performance
• The process of monitoring, comparing, and correcting work is
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the controlling function.
 Management Roles
• Henry Mintzberg studied that what managers do can best
be described by looking at the management roles they use
at work.
• The term management roles refers to specific actions or
behaviors expected of a manager.
• As shown in Exhibit 1-5, Mintzberg's 10 roles are grouped
around
- interpersonal relationships
- the transfer of information
- decision making.

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Interpersonal roles • Figurehead
• Leader
• Liaison

Informational roles • Monitor

• Disseminator
• Spokesperson

Decisional roles • Entrepreneur

• Disturbance handler
• Resource allocator
• Negotiator

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Management Roles

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Management Roles

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Management Roles

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 Management Skills
• What types of skills do managers need?
• Robert L. Katz developed one approach to
describing management skills
• He concluded that managers need three essential
skills:
- technical skills
- human skills
- conceptual skills
• Exhibit 1—6 shows the relationships of these skills
and the levels of management. 21
Exhibit 1–6 Skills Needed at Different
Management Levels

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 Management Skills
– Technical skills
• Knowledge and proficiency in a specific field
• Important for first-line managers
• Use tools & techniques
– Human skills
• The ability to work well with other people
• Equally important for all levels of management
• Managers with good human skills know how to communicate,
motivate, lead, and inspire enthusiasm & trust
– Conceptual skills
• The ability to think and conceptualize about abstract and
complex situations concerning the organization
• Important for top level managers
• Managers see the organization as a whole, understand the
relationships among various subunits, and visualize how the23
organization fits into its broader environment.
 Management Skills
• Some other important managerial skills that have
been identified in various studies are listed in
Exhibit 1-7.
• In today's demanding and dynamic workplace,
employees who want to be valuable assets must
constantly upgrade their skills and take on extra
work outside their own specific job areas

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 Management Skills
Exhibit 1-7: Important Managerial Skills

• Delegating effectively (making sure work gets done

right)
• Being an effective communicator
• Thinking critically
• Managing work load/time
• Identifying clear roles for employees
• Creating an environment of openness, trust, and
challenge 25
 How the Manager’s job is changing
• Some managers are likely to have to manage under
several demanding situations, some are not likely to
have
• The fact is that manager’s job is changing
• Exhibit 1-8 shows some of the most important
changes managers face.

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Exhibit 1–8
Changes Impacting
the Manager’s Job

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 What Is An Organization?
• An Organization Defined as -
– A deliberate arrangement of people to accomplish some
specific purpose (that individuals independently could not
accomplish alone).
• College or university, government departments,
churches, Amazon.com, your neighborhood video
rental store, all are considered organizations
because all have the three common characteristics
(see Exhibit 1-9)
– Have a distinct purpose (goal)
– Composed of people
– Have a deliberate structure 28
Exhibit 1–9 Characteristics of Organizations

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 What Is An Organization?
• First, an organization has a distinct purpose. This
purpose is typically expressed through goals that the
organization hopes to accomplish.
• Second, each organization is composed of people. It
takes people to perform the work that's necessary
for the organization to achieve its goals.
• Third, all organizations develop some deliberate
structure within which members do their work. That
structure may be open and flexible, with no specific
job duties or strict adherence to explicit job
arrangements.
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 What Is An Organization?
• For instance, at Google, there are hundreds projects
going on at the same time, are tackled by small
focused employee
• Many of today's organizations are structured like
Google, with flexible work arrangements, employee
work teams, open communication systems, and
supplier alliances.
• In these organizations, work is defined in terms of
tasks to be done.
• And workdays have no time boundaries because
work can be done anywhere, any time. 31
 Why Study Management?

• The Value of Studying Management can be

explained by looking at three things –

– The universality of management

– The reality of work
– Rewards and challenges of being a manager

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 The universality of management
• Management is needed in all types and sizes of
organizations, at all organizational levels and in all
organizational work areas, and in all organizations,
no matter where they're located.
• This is known as the universality of management
(see Exhibit 1-10).
• Management is universally needed in all
organizations, so we want to find ways to improve
the way organizations are managed.
• Because we interact with organizations every single
day. 33
 The universality of management
• For example, Are you frustrated when you have to
spend two hours in a governmental office to get your
driver's license renewed?
• This is because of poor management.
• By studying management, you'll be able to recognize
poor management and work to get it corrected.
• Also, you'll be able to recognize and support good
management, whether it's your organization or your
interacting organization
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Exhibit 1–10 Universal Need for Management

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 The Reality Of Work
• Another reason for studying management is the
reality of work.
• Once you graduate from college and begin your
career, you will either manage or be managed.
• For those who plan to be managers, an
understanding of management forms the foundation
on which to build your management skills.
• For those of you who don't see yourself managing,
you're still likely to have to work with managers and
you'll probably have some managerial
responsibilities . 36
 Rewards And Challenges Of Being A Manager
• The value of studying management are the rewards and
challenges of being a manager (see Exhibit 1-11)
• First, there are many challenges.
• Management can be a tough and often thank­less job.
• In addition, a portion of a manager's job may entail duties
that are often more clerical like compiling and filing reports
than managerial.
• Managers often have to deal with a variety of personalities
and have to make do with limited resources.
• It can be a challenge to motivate workers in the face of
uncertainty and chaos.
• Finally, as a manager, you're not in full control of your
destiny. 37
 Rewards And Challenges Of Being A Manager
• Despite the challenges, being a manager can be
rewarding.
• As a manager, you're responsible for creating a work
environment in which organizational members can do their
work to the best of their abilities and thus help the
organization achieve its goals.
• In addition, as a manager, you often have the opportunity to
think creatively and use your imagination.
• Other rewards may include –
- receiving recognition and status in your organization
- playing a role in influencing organizational outcomes
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- receiving attractive compensation in the form of salaries
Exhibit 1–11 Rewards and Challenges of Being A Manager

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 Management: Science or Art?
• A lot of controversy arises whether management is
an art or science or both.
• It is said that the management is the oldest of arts
and youngest of science.
• This explains the changing nature of management.
• But to have an exact answer to this question, it is
necessary to understand both these aspects
separately

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 Management: Science or Art?
• The Science of Management
– Assumes that problems can be approached using
rational, logical, objective, and systematic ways.
– Requires technical, diagnostic, and decision-making
skills and techniques to solve problems.
• The Art of Management
– Decisions are made and problems solved using a blend
of intuition, experience, instinct, and personal insights.
– Requires conceptual, communication, interpersonal, and
time-management skills to accomplish the tasks
associated with managerial activities.
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 Management: Science or Art?
• In conclusion we can say that, Management is both an art
and a science.
• The above mentioned points clearly reveals that
management combines features of both science as well as
art.
• It is considered as a science because it has an organized
body of knowledge which contains certain universal truth.
• It is called an art because managing requires certain skills
which are personal possessions of managers.
• Science provides the knowledge & art deals with the
application of knowledge and skills.

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 Terms to Know

• manager • management roles

• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of management
• leading
• controlling
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