CHAPTER 1:

INTRODUCTION TO
MANAGEMENT AND
ORGANIZATIONS
DAI LE
LEARNI NG OUTLI NE
Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in
organizations.

What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.

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LEARNI NG OUTLI NE

Follow this Learning Outline as you read and study this chapter.

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 managers’ jobs.
• Explain why customer service and innovation are
important to the manager’s job.

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LEARNI NG OUTLI NE

Follow this Learning Outline as you read and study this chapter.

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.

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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.

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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.

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Exhibit 1–1 Managerial Levels

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 What Is
Management?
• Managerial Concerns
• Efficiency
• “Doing things right”
• Getting the most output
for the least inputs
• Effectiveness
• “Doing the right things”
• Attaining organizational
goals

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8
Exhibit 1–2 Effectiveness and Efficiency in Management

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 What Do Managers Do?

• Functional Approach
• 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.

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Management Functions (Henry)

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 What Do
Managers Do?
(cont’d)

• Management Roles Approach

(Mintzberg)
• Interpersonal roles
• Figurehead, leader
• Informational roles
• Monitor, spokesperson
• Decisional roles
• Disturbance handler, resource
allocator, negotiator

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What Managers Actually Do (Mintzberg)
Interaction
• with others
• with the organization
• with the external context of the
organization

Reflection
• thoughtful thinking

Action
• practical doing

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What Do Managers Do? (cont’d)

• Skills Approach(Robert L. Katz)

• 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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Exhibit 1–5 Skills Needed at Different Management Levels

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 Exhibit 1–6 Conceptual Skills

Using Using information to solve business problems

Identifying Identifying of opportunities for innovation

Recognizing Recognizing problem areas and implementing solutions

Selecting Selecting critical information from masses of data

Understanding Understanding of business uses of technology

Understanding Understanding of organization’s business model

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 Exhibit 1–6 Communication Skills

Ability to transform ideas into words and actions

Credibility among colleagues, peers, and subordinates

Listening and asking questions

Presentation skills; spoken format

Presentation skills; written and/or graphic formats

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 Exhibit 1–6 Effectiveness Skills

Contributing to corporate mission/departmental objectives

Customer focus

Multitasking: working at multiple tasks in parallel

Negotiating skills

Project management

Reviewing operations and implementing improvements

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 Exhibit 1–6 Effectiveness Skills (cont’d)

Setting and maintaining performance standards internally and

externally

Setting priorities for attention and activity

Time management

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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 Exhibit 1–6 Interpersonal Skills (cont’d)

Coaching and mentoring skills

Diversity skills: working with diverse people and
cultures
Networking within the organization

Networking outside the organization

Working in teams; cooperation and commitment

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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Exhibit 1–7 Management Skills and Management Function Matrix

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 The Increasing Importance
of Customers
• Customers: the reason that
organizations exist
 Managing customer
How The relationships is the responsibility
of all managers and employees.
Manager’s  Consistent high quality customer
Job Is service is essential for survival.

Changing
Innovation

• Doing things differently, exploring

new territory, and taking risks
 Managers should encourage
employees to be aware of and
act on opportunities for
innovation. 1–
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Exhibit 1–8
Changes Impacting
the Manager’s Job

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 An Organization Defined

• A deliberate arrangement of people to

accomplish some specific purpose
(that individuals independently could
not accomplish alone).
What Is An
Organization?
Common Characteristics of Organizations

• Have a distinct purpose (goal)

• Composed of people
• Have a deliberate structure

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Exhibit 1–9 Characteristics of Organizations

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Exhibit 1–10 The Changing
Organization

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 • 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
Why Study managed.
Management?  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.

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Exhibit 1–11 Universal Need for
Management

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Home Work
• Is your Course Instructor a manager. Explain in
terms of functions, roles and skills possessed by
a manager.

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Exhibit 1–12 Rewards and Challenges of Being A
Manager

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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
• leading management
• controlling

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