1

Chapter

Managers and
Management
Hoang Thi Thuy Duong
E: [email protected]
T: 0989 891 205

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Learning Outcomes
• Tell who managers are and where they work
• Define management
• Describe what managers do
• Explain why it’s important to study
management
• Describe the factors that are reshaping and
redefining management

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Who Are Managers?
Where Do They Work?
• Organization
– A deliberate arrangement of people brought
together to accomplish a specific purpose.
• Common Characteristics of Organizations
– Distinct purpose
– People working together
– A deliberate systematic structure

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How Are Managers Different from
Nonmanagerial Employees?

• Nonmanagerial Employees
– People who work directly on a job or task and
have no responsibility for overseeing the work of
others.
– Examples, associates, team members
• Managers
– Individuals in organizations who direct the
activities of others.

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What Titles Do Managers Have?
• Top Managers
– Responsible for making decisions about the direction
of the organization.
– Examples; President, Chief Executive Officer, Vice-
President
• Middle Managers
– Manage the activities of other managers.
– Examples; District Manager, Division Manager
• First-line Managers
– Responsible for directing nonmanagerial employees
– Examples; Supervisor, Team Leader

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What Is Management?
• Management
– The process of getting things done effectively and
efficiently, with and through people
• Effectiveness
– “Doing the right things”, doing those tasks that
help an organization reach its goals
• Efficiency
– Concerned with the means, efficient use of
resources like people, money, and equipment
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What Do Managers Do?

In the functions approach

proposed by French
industrialist Henri Fayol,
all managers perform
certain activities or
functions

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Four Management Functions
• Planning
– Defining the organizational purpose and ways to
achieve it
• Organizing
– Arranging and structuring work to accomplish
organizational goals
• Leading
– Directing the work activities of others
• Controlling
– Monitoring, comparing, and correcting work
performance

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What Roles Do Managers Play?
Henry Mintzberg observed that a manager’s job can be
described by ten roles performed by managers in
three general categories
• Interpersonal Roles
– Figurehead, Leader, and Liaison
• Informational Roles
– Monitor, Disseminator and Spokesperson
• Decisional roles
– Entrepreneur, Disturbance Handler, Resource
Allocator and Negotiator
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What Skills Do Managers Need?
Robert Katz and others describe four critical skills in
managing
• Conceptual Skills
– Used to analyze complex situations
• Interpersonal Skills
– Used to communicate, motivate, mentor and delegate
• Technical Skills
– Based on specialized knowledge required for work
• Political Skills
– Used to build a power base and establish connections
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Skills Needed at Different Managerial Levels

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Is The Manager’s Job Universal?
The previous discussion describe management as a generic
activity. In reality, a manager’s job varies with along
several dimensions
• Level in the Organization
– Top level managers do more planning than
supervisors
• Profit vs. Nonprofit
– Management performance is measured on
different objectives

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Is the Manager’s Job Universal? (cont’d)

• Size of the Organization

– Small businesses require
an emphasis in the
management role of
spokesperson
• National Borders
– These concepts work
best in English-speaking
countries and may need
to be modified in other
global environments

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Supervisory roles across cultures

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Why Study
Management?
• All of us have a vested
interest in improving the way
organizations are managed
• Organizations that are well
managed find ways to
prosper even in challenging
economic times
• After graduation most
students become managers
or are managed

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What Can Students of Management
Learn From Other Courses?
• Anthropology
– The study of social
societies which helps us
learn about humans and
their activities
• Economics
– Provides us with an
understanding of the
changing economy and
competition in a global
context
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What Can Students of Management
Learn From Other Courses? (cont’d)
• Philosophy • Psychology
– Inquires into the nature – The science that seeks to
of things, particularly measure, explain and
values and ethics sometimes change the
behavior of humans
• Political Science • Sociology
– The study of behavior – The study of people in
and groups within a relationship to their
political environment fellow human beings

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What Factors Are Reshaping and
Redefining Management?
Welcome to the new world of management!
Today managers must deal with
– Changing workplaces
– Ethical and trust issues
– Global economic uncertainties
– Changing technologies

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What Factors Are Reshaping and
Redefining Management?
• Manager must be concerned with:
 Customers services
 Social media
 Innovation
 Sustainability

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Why Are Customers Important to the
Manager’s Job?
• Without customers most organizations would
cease to exist
• Today we’re discovering that employee
attitudes and behaviors play a big part in
customer satisfaction
• Managers must create a customer responsive
where employees are friendly, knowledgeable,
responsive g to customer needs

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Why Is Innovation Important to the
Manager’s Job?
• “Nothing is more risky
than not innovating”
• Innovation isn’t just
important for high
technology companies
but essential in all
types of organizations

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•Công ty Dầu khí Châu Á Thái Bình Dương là một công ty lọc dầu lớn ở Singapore với khoảng
1.200 nhân viên. Bộ phận Nghiên cứu và Phát triển của công ty này được đặt tại Singapore với hai
mươi nhà nghiên cứu tham gia vào việc phát triển các sản phẩm và quy trình mới. Michael Tan là
một trong những bộ óc nghiên cứu tốt nhất từng làm việc cho công ty. Anh có bằng Kỹ sư Hóa học
tại Đại học Quốc gia Singapore và gần đây đã hoàn thành bằng thạc sĩ tại Vương quốc Anh.
Michael, một người hướng nội tự nhiên, thích nghiên cứu, hiếm khi tiếp xúc với các nhà nghiên
cứu hoặc nhân viên khác trong công ty. Michael chỉ chịu trách nhiệm phát triển một sản phẩm mới
và đưa ra một vài gợi ý liên quan đến quá trình sáng tạo. Quản lý cấp cao đã rất ấn tượng bởi
những đóng góp xuất sắc của anh cho công ty và đưa Michael lên điều phối công việc nghiên cứu
của sáu đến tám nhà nghiên cứu trẻ trong bộ phận phát triển sản phẩm. Trong vị trí mới, Michael
có xu hướng bỏ qua các vấn đề hành chính trong công việc nhưng luôn sẵn sàng giúp các nhà
nghiên cứu của mình giải quyết mọi vấn đề kỹ thuật phát sinh. Về mặt quan hệ con người, Michael
rất kém khi làm việc với cấp dưới của mình. Cấp trên của anh đã nhận thức được vấn đề này
nhưng do dự đối đầu với anh ấy.

1. Những phẩm chất lãnh đạo đặc biệt nào là cần thiết để phối hợp công việc của cấp dưới?

2. Bạn có nghĩ rằng Michael nên được giao việc điều phối công việc của các nhà nghiên cứu trẻ?
Tại sao?
3. Giả sử bạn là người giám sát của Michael Tan, bạn nên làm gì bây giờ?

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History Module

A Brief History of
Management’s Roots

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Early Management
• Management has been
practiced a long time.
• Organized endeavors
directed by people
responsible for
planning, organizing,
leading and controlling
have existed for
thousands of years

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Classical Approaches

• Scientific Management
– Frederick W. Taylor
described scientific
management as a method
of scientifically finding the
“one best way to do a job”

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Other Classic Approaches

• General Administrative Theory

– focused on what constituted good
management
– Max Weber (pictured) described the
bureaucracy as an ideal rational form
of organization
– Henri Fayol identified five
management functions and 14
management principles

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Behavioral Approaches
• Early management writers included
– Robert Owen, was concerned about deplorable
working conditions
– Hugo Munsterberg, a pioneer the field of
industrial psychology
– Mary Parker Follett recognized hat organizations
could be viewed from both individual and group
behavior.

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The Hawthorne Studies
• Conducted at the Western
Electric Company Works
these studies:
– Provided new insights into
individual and group behavior
in the behavior of people at
work.
– Concluded that group
pressures can significantly
impact individual productivity

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Quantitative Approaches
• Quantitative Approach
– Used quantitative techniques to improve decision
making
– Evolved from mathematical and statistical
solutions developed for military problems during
World War II
– W. Edwards Deming and Joseph M. Duran ‘s ideas
became the basis for total quality management
(TQM)

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Contemporary Approaches
• Focused on managers’ concerns inside the
organization
– Chester Barnard wrote in his 1938 book The
Functions of the Executive that an organization
functioned as a cooperative system
– Fred Feildler first popularized the contingency
approach (or situational approach) which says
that organizations, employees, and situations are
different and require different ways of managing

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