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CH1 Introduction To Management and Organizations

Chapter 1 of MAGT 101 introduces the fundamentals of management and organizations, detailing the roles and classifications of managers, the definition of management, and its importance in achieving efficiency and effectiveness. It outlines the four primary functions of management (planning, organizing, leading, and controlling) and discusses the essential skills required at different managerial levels. Additionally, the chapter explores the characteristics of organizations, the significance of studying management, and the concept of an Arab model of management.

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11 views36 pages

CH1 Introduction To Management and Organizations

Chapter 1 of MAGT 101 introduces the fundamentals of management and organizations, detailing the roles and classifications of managers, the definition of management, and its importance in achieving efficiency and effectiveness. It outlines the four primary functions of management (planning, organizing, leading, and controlling) and discusses the essential skills required at different managerial levels. Additionally, the chapter explores the characteristics of organizations, the significance of studying management, and the concept of an Arab model of management.

Uploaded by

ffatma22804
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Ch 1-MAGT 101

Introduction to
Management and
Organizations
• Learning Outcomes
Follow this Learning Outline as you read and study this chapter.
•1.1 Who Are Managers?
• Explain how managers differ from non-managerial employees.
• Describe how to classify managers in organizations.

1.2 What Is Management?


• Define management.
• Explain why efficiency and effectiveness are important to management.
• Learning Outcomes
1.3 What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how the importance of these
skills changes depending on managerial level.
• Discuss the changes that are impacting manager’s jobs.
• Explain why customer service and innovation are important to the manager’s job.
• Learning Outcomes
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.

1.5 Why Study Management?


• Discuss why it’s important to understand management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a manager.
• Learning Outcomes
1.6 Is There An Arab Model Of Management?
• Discuss an approach towards an Arab Model of Management.
• Explain what may have influenced Arab Managerial thought and practice.
• Who Are Managers?
1. Explain how managers differ from non-managerial employees.

2. Describe how to classify managers in organizations.


Who Are Managers?
•Manager
• Someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.
• They can be young or old.
• They may be male or female.
• Exhibit 1–2 Managerial Levels
Classifying 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.
• What Is Management?

1. Define management.

2. Explain why efficiency and effectiveness are important to management.


What Is Management?
• Management involves coordinating and overseeing the work activities
of others so that their activities are completed efficiently and
effectively.
What Is Management? (cont’d)
•Managerial Concerns

• Efficiency
• “Doing things right”
• Getting the most output for the least inputs
• Effectiveness
• “Doing the right things”
• Attaining organizational goals
Exhibit 1–3 Managerial
Effectiveness and
Efficiency in Management
• What Do Managers Do?

1. Describe the four functions of management.


2. Explain Mintzberg’s managerial roles.
3. Describe Katz’s three essential managerial skills and how the importance of these skills
changes depending on managerial level.
4. Discuss the changes that are impacting manager’s jobs.
5. Explain why customer service and innovation are important to the manager’s job.
What Do Managers Do?
•Three Approaches to Defining What Managers Do
• Functions they perform
• Roles they play
• Skills they need
What Do Managers Do? (cont’d)
•Functions Manager’s Perform
Planning
• Defining goals, establishing strategies to achieve goals, 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.
Exhibit 1–4 Management Functions
What Do Managers Do? (cont’d)
•Roles Managers Play
• 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.
Interpersonal roles • Figurehead
• Leader
• Liaison

Informational roles • Monitor


• Disseminator
• Spokesperson

Decisional roles • Entrepreneur


• Disturbance handler
• Resource allocator
• Negotiator
What Managers Do (Mintzberg)
•Actions
• thoughtful thinking
• Example: listens patiently to customers’ problems.
• practical doing
• A manager resolves those problems.
What Do Managers Do? (cont’d)
•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.
Exhibit 1–5 Skills Needed at Different

Management Levels
Exhibit 1–6 Changes
Affecting A
Manager’s Job
How The Manager’s Job Is
Changing
•The Increasing Importance of Customers
•Customers: the reason that organizations exist
•Managing customer relationships is the responsibility of all managers and employees.
•Consistent high quality customer service is essential for survival.
•Many jobs require close contact with customers.
How The Manager’s Job Is
Changing
•Innovation
(cont’d)
•Doing things differently, exploring new territory, and taking risks.
•Managers should encourage employees to be aware of and act on
opportunities for innovation.
•How do Arab countries score on innovation indicators?
What Is An Organization?
1. Explain the characteristics of an organization.

2. Describe how today’s organizations are structured.


What Is An Organization?
•An Organization Defined
• A deliberate arrangement of people to accomplish some specific purpose
(that individuals independently could not accomplish alone).
•Common Characteristics of Organizations
• Have a distinct purpose (goal)
• Composed of people
• Have a deliberate structure
Exhibit 1–9 Characteristics of
Organizations
Why Study Management?
1. Discuss why it’s important to understand management.

2. Explain the universality of management concept.

3. Describe the rewards and challenges of being a manager.


Why Study Management?
•The Value of Studying Management
•The universality of management
•Good management is needed in all organizations.
•The reality of work
•Employees either manage or are managed.
•Rewards and challenges of being a manager
•Management offers challenging, exciting and creative opportunities for meaningful and fulfilling
work.
•Successful managers receive significant monetary rewards for their efforts.
Exhibit 1–10 Universal Need for
Management
Is There An Arab Model of
Management?
1. Discuss an approach towards an Arab Model of Management.

2. Explain what may have influenced Arab Managerial thought and practice.
An Arab Model of Management?
Arab model of management
• The Arab manager, like any other manager, plans, organizes, leads, and controls.
• Arab managers, like all other managers, tend to reflect their cultures and the contexts within
which they live.
An Arab Model of Management?
(cont’d)
•Arab model of management
•Different behavior and management styles from one country to
another in Arab Countries.
•An “Arab method” of management has not emerged, due to:
•Political and economic upheavals.
•Social tension in Arab societies between the old and the new, and
between the traditional and the modern.
Exhibit 1–12
Historical Influences
on Arab
Management
Thought
Terms to Know
manager controlling
first-line managers management roles
middle managers interpersonal roles
top managers informational roles
management decisional roles
efficiency technical skills
effectiveness human skills
planning conceptual skills
organizing organization
leading universality of management

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