In The Name of Allah

Lecturer:
Muhammad Ali
 Chapter 01
Introduction to Management and
Organizations
Learning Objectives:
• Tell who managers are and where they work
• Know how to manage your time
• Explain why managers are important to organizations
• Describe the functions, roles, and skills of managers
• Develop your skill at being politically aware
• Describe the factors that are reshaping and redefining the manager’s job
• Explain the value of studying management.
What is Management?
 Management:
• Management is a process of Coordinating,
overseeing integrating work activities so that
they are completed efficiently and effectively
with and through other people to achieve
organizational goals.

• Management is done by???

Who Is a Manager?
 • Traditionally, managers were the organizational members who told others
what to do and how to do it.
• It was easy to differentiate managers from non managerial employees.
• But now it isn’t quite that simple.
Manager: • Gaming company Valve does not award job titles.
• Morning Star Company, the world’s largest tomato processor, where no
employees are called managers
• So, who managers are?
Manager
• A manager is someone who coordinates
and oversees the work of other people so
organizational goals can be accomplished.
• Mangers do not think of personal
achievements
• They help others
• Keep in mind that managers may also have
work duties not related to coordinating and
overseeing others’ work
• For example, an insurance claims supervisor
might process claims in addition to
coordination and overseeing
Classification
of Managers
in An
Organization
 • First-line (or frontline) managers:
• Individuals who manage the work of
Classification of nonmanagerial employees
• who typically are involved with
Managers in An producing the organization’s products or
Organization servicing the organization’s customers.
• Managers at the lowest level of
management
• These managers often have titles such as
supervisors or even shift managers,
district managers, department
managers, or office managers
 • Middle managers:
• Managers between the lowest level and top levels
Classification of the organization
• Individuals who manage the work of first-line
of Managers managers
in An • Middle managers are mainly responsible for
turning company strategy into action
Organization • Titles such as regional manager, project leader,
store manager, or division manager.
 • Top managers:
• At the upper levels of the organization
Classification of • Individuals who are responsible for making
organization-wide decisions
Managers in An • Individuals who establish the plans and goals that
Organization affect the entire organization
• Titles such as executive vice president, president,
managing director, chief operating officer, or
chief executive officer, CFO, CMO
But You know
what..
• Not all organizations are structured to get work done using a traditional pyramidal form
• However, Some organizations, for example, are more loosely configured
• Organizations in which work is done by ever-changing teams of employees who move from one project to another
as work demands arise.
• For instance, General Cable Corporation, Moose Jaw.
• Managerial responsibilities are shared by managers and team members
• Employees are trained and having pool of skills
• Within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality
inspector, or improvement planner.
Where Do Managers
Work?
It’s obvious that managers work in organizations
Then, What Is Organization?
It’s a deliberate arrangement of people to
accomplish some specific purpose.
• Your college or university is an organization;
• so are government departments,
• churches,
• Google,
• your neighborhood grocery store etc.
• All are considered organizations and have three common
characteristics.
Characteristics of Organizations
Why are managers important?
• Firstly, organizations need their managerial skills and abilities in uncertain,
complex, and chaotic (state of complete confusion) times.
• Secondly, managers play an important role in identifying critical issues and
excellent responses
• Organizations, these days, facing certain challenges;
• changing workforce dynamics
• changing technology
• ever-increasing globalization and so forth
• Thirdly, managers possess ability to get things done.
• They create and coordinate the workplace environment and work systems so
that others can perform those tasks.
• If work isn’t getting done or isn’t getting done as it should be
• they’re the ones who find out way and get things back on track.
• Lastly, managers do matter to organizations
What do
managers
do?
What do managers do?
• They do management

• They bring efficiency

• They bring effectiveness

 Efficiency
and
Effectiveness
in
Management
 • Describing what managers do isn’t easy

• Just as no two organizations are alike

But……… • No two managers’ jobs are alike

• Management researchers have developed three

approaches to describe what managers do:
• Functions (Henri Fayol)
• Roles (Mintzberg)
• Skills (Robert L. Katz)
 Management Functions

PLANNING ORGANIZING LEADING CONTROLLING

Management Skills
Management Skills
Knowledge and
What types of skills
do managers need? Technical Skills proficiency in a
specific field

Robert L. Katz proposed The ability to work well

that managers need
three critical skills in Human Skills with other people
managing; (Interpersonal Skills)

The ability to think and

Conceptual conceptualize about
abstract and complex
Skills situations concerning the
organization
Story of Dean White

Dean White, a
Now, White manages
production supervisor Started as a parts
25 people in six
at Springfield cleaner
departments
Remanufacturing
 Other
Managerial
Skills
Case
 Mintzberg’s
Managerial Roles
and a Contemporary
Model of Managing
As a figurehead
• As a manager, you have social, ceremonial (the
system of rules and traditions that states how things
should be done) and legal responsibilities
• You're expected to be a source of inspiration
• People look up to you as a person with authority
As a leader
• This is where you provide leadership for your team
• You motivate your followers
As a liaison
• Managers must communicate with internal and external
contacts
• You need to be able to build effective relations on behalf
of your organization with customers, government, labor
unions etc.
 • In this role, you regularly seek out
information related to your organization
and industry
• You looking for relevant changes in the
As a monitor environment.
• You also monitor your team, in terms of
both their productivity, and their well-
being
As a
disseminator
In this role, you communicate
potentially useful information to
your colleagues and your team
 • Managers represent and speak
for their organization.
• In this role, you're responsible
As a for transmitting information
about your organization and its
spokesperson goals to the people outside it
As an entrepreneur
• As a manager, you create and control change within
the organization.
• This means solving problems, generating new ideas,
and implementing them
 • When an organization or team
hits an unexpected roadblock,
it's the manager who must
take charge.
• You also need to help mediate
As a disturbance disputes within it
handler
 You'll also need to determine
where organizational
resources are best applied.
As a
resource
allocator This involves allocating
funding, as well as assigning
staff and other organizational
resources
 As a negotiator

• You, as a manager, may need to take

part in, and direct, important negotiations
within your team, department, or
organization
HOW is the • Today, managers are dealing with;
• global economic and political uncertainties
manager’s • changing workplaces
job • ethical issues
• security threats
changing? • changing technology
Challenges • Focus on technology
• Focus on disruptive innovation (e.g., Nokia, Horse Drawn Buggy)
Facing • Focus on social media (users create online communities to share
Managers Today ideas, information, personal messages, and other content)
• Focus on ethics (otherwise you will lose customers’ trust)
and into the • Focus on political uncertainty
Future • Focus on the customer (Customer is King, Quality, Relationship)
• Focus on Sustainability
• Focus on Employees
 WHY study
management?
• Gaining Insights into Life at Work
END