MANAGERS IN

THE WORKPLACE

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 LEARNING OBJECTIVES
1. Explain why managers are important to organizations.
2. Tell who managers are and where they work.
3. Describe the management concept and the different
functions, roles, and skills of managers.
4. Explain the value of studying management.

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LEADERS VS MANAGERS

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LEADERS VS MANAGERS

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LEADERS VS MANAGERS

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 LEADERS VS MANAGERS

Leader Manager
 Focus on Goals  Focus on Tasks
 Sell it  Tell it
 Take risks  Minimize risks
 Encourage  Instruct
 Motivate  Approve
 Break the rules  Follow the rules
 Inspire  Control
 Foster ideas  Assign tasks

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 DEFINITION OF MANAGEMENT
• It's the process that managers follow to accomplish
organizational goals.
• It's the process of reaching organizational goals by
working with & through people and other
organizational resources.
• Coordinating and overseeing the work activities of
others so that their activities are completed
efficiently and effectively.
• Management is the process of using organizational
resources to achieve organizational goals effectively
and efficiently through planning, organizing,
leading, and controlling.

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 ORGANIZATIONAL RESOURCES
• Human
resources

• Financial
Resources

• Physical
Resources

• Information &
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Technology
 WHO ARE MANAGERS?

Manager – Someone who coordinates

and oversees the work of other people
so that organizational goals can be
accomplished.

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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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LEVELS OF MANAGEMENT

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 CLASSIFYING MANAGERS

•First-line Managers ( Frontline managers)-

Individuals who manage the work of non-managerial
employees.
•Middle Managers - Individuals who manage the
work of first-line managers. (They carry out the
decisions of top level 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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TOP MANAGERS EXAMPLES

Examples of Top level managers (Strategic

level)
 CEO: (Chef executive officer)
 COO: Chief operating officer - ( responsible for the
development, design, operation and improvement
of the systems that create and deliver the firm's
products, he is responsible for ensuring that
business operations are efficient & effective)
 President, vice president

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MIDDLE MANAGERS
EXAMPLES
Examples of Middle level
managers (Tactical level):
 Department Head
 Store Manager
 Project Manager
 Branch Manager

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FIRST-LINE MANAGERS
EXAMPLES
Examples of first level
(Operational level):
 Supervisors
 Office Managers
 Team Leaders
 Foremen

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WHERE DO MANAGERS
WORK?
Organization – A deliberate arrangement of people
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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CHARACTERISTICS OF ORGANIZATIONS

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 EFFECTIVENESS AND
EFFICIENCY
Efficiency Effectiveness
 Doing things  “Doing the
right right things”
 Attaining
• Getting the organizational
most output for goals.
the
least inputs.

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 EFFICIENCY AND EFFECTIVENESS IN
MANAGEMENT

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THE FOUR MANAGEMENT FUNCTIONS

1. Planning – Defining goals, establishing

strategies to achieve goals, and developing plans
to integrate and coordinate activities
2. Organizing – Arranging and structuring work to
accomplish organizational goals.
3. Leading – Working with and through people to
accomplish goals.
4. Controlling – Monitoring, comparing, and
correcting work.

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FOUR FUNCTIONS OF
MANAGEMENT

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 The Management Process & Goal
Attainment

planning organizing leading controlling

HR

Financial resources
Manager goals
Physical resources

Information resources

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 MANAGEMENT ROLES

• Roles are specific actions or behaviors

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

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 THREE TYPES OF ROLES
1. Interpersonal roles
– Figurehead, leader, liaison
2. Informational roles
– Monitor, disseminator, spokesperson
3. Decisional roles
– Entrepreneur, disturbance handler, resource allocator,
negotiator

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MINTZBERG’S MANAGERIAL ROLES

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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

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 SKILLS NEEDED AT DIFFERENT
MANAGERIAL LEVELS

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SKILLS MANAGERS NEED

 As one moves from lower level to upper

level conceptual skills become more
important and technical skills become less
important. Human skills are important to
all levels because all managers deal with
people.
 Managers with good human skills get the
best out of their people. They know how to
communicate, motivate, lead and inspire.

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 WHY STUDY MANAGEMENT?
• Universality of Management
– The reality that management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all organizational areas
• in all organizations, regardless of location

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UNIVERSAL NEED FOR MANAGEMENT

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 QUESTIONS
1- Describe how to classify managers in organizations.
2- Define Management.
3-Explain why efficiency and effectiveness are
important to management.
4- Describe the four functions of Management.
5- Explain Mintzberg's managerial roles.
6- Describe the three managerial skills and how the
importance of these skills changes depending on
managerial level.
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 QUESTIONS
7- Explain the characteristics of an organization.
8- Explain the universality of management concept.
9-Draw a figure that illustrates the managerial levels.
10-Draw a figure that illustrates the management
process and goal attainment.

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 APPLICATION OF CONCEPTS

 Analyze the differences between traditional

organizations and contemporary
organizations.
 Is there one best “style” of management? Why
or why not?
 In your own point of view, Management can be
considered a science, art or both? Justify your
answer.
 Compare between leaders and managers.

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