Fundamentals of

Business
Administration
Chapter 1

"Where there is a successful

Valencia, September 2022

enterprise, someone took
once a brave decision" Peter Drucker
Course Description
2022 - 2023
1.- Course Description 2021 – 2022

2022-2023
1.- Course Description 2022 – 2023
1.- Course Description 2022 – 2023
1.- Course Description 2022 – 2023
1. Introduction

2. Planning

3. Control

4. Organization

5. The business model and

subsystems in the company

6. People Management

7. Practice Module
 ASSESSMENT 2022-2023

- test type. 25%

1 test
First part - open answer test. 15%
>1 o.a.
3.XI at 15:00 2 errors eliminate 1 correct answer. of the
(open final
It does not eliminate matter. answer) mark

- test type.
Second part 1 test 15%
- open answer test.
13.I at 8:00 >1 o.a. 25%
2 errors eliminate 1 correct answer. (open of the
(whole curriculum) answer)
final
mark

This is what is called Cases in the teaching guide 20%

Laboratory Practice (at the end of each practice, the task performed is 3 PL of the
final
handed over and evaluated) mark
 ASSESSMENT 2022-2023

- For those students who have not passed

the signature by continuous assessment. >1
o.a. 100%
Final examination - Open answer test that will contain (open
answer)
31.I at 15:00 problems and questions to be developed.

- None of the scores from the continuous

assessment will be taken into account.
Guía docente 2022 – 2023

(02) Practical thinking and application

 Chapter 1:
Managers in the
workplace
Management
Thirteenth Edition

Chapter 1
Managers in the
Workplace
https://youtu.be/eMeQxbMA6CM

https://youtu.be/a1M6m3ag5Y4

https://youtu.be/Zw0C09urzGA
 What do these references have in common?

What makes them different? Are they born or made?

What do they bring to the organizations?

How do they influence their teams and collaborators?

Would you like to work in a company like Amazon, Google, Apple,... ?

What would you think about occupying a management position in one of them?
Learning Objectives
1. Explain why managers are important to organizations
2. Tell who managers are and where they work
– Know how to manage your time
3. Describe the functions, roles, and skills of managers
– Develop your skill at being politically aware
4. Describe the factors that are reshaping and redefining the
manager’s job
5. Explain the value of studying management
6. Apply different Decision making criteria in certain, uncertain and
risk situations.
7. Explain the beginnings of History of Management
Who Are Managers?
• Manager - Someone who c________ and o_______
the work of other people so that organizational g____
can be accomplished.

• Manager - Someone who coordinates and oversees

the work of other people so that organizational goals
can be accomplished.
Exhibit 1-1 Levels of Management

Do organizations have a way of classification for managers?

Which kind of organizational structure is drawn?

Are all organizations structured in that way?
Who is the manager? Is necessary to have any of them?
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.
Where Do Managers Work?
Organization – A deliberate arrangement of people
assembled to accomplish some specific purpose (that
individuals independently could not accomplish alone).
Where Do Managers Work?
Organization – A deliberate arrangement of people
assembled to accomplish some specific purpose (that
individuals independently could not accomplish alone).
Exhibit 1-2 Common Characteristics of
Organizations
• Have a distinct purpose (goal)
• Are composed of people
• Have a deliberate structure

How do you imagine the future organizations?

1.2.- 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.
What Do Managers Do?
Management involves coordinating and overseeing
the work activities of others so their activities are
completed e________ and e_________.

Management involves coordinating and overseeing

the work activities of others so their activities are
completed efficiently and effectively.
Effectiveness and Efficiency
Efficiency Effectiveness
• Doing things right • Doing the right things
• Getting the most output • Attaining organizational goals
for the least inputs

Ethics
• Doing things rightly
• Loving others and
yourself
Exhibit 1-3 Efficiency and Effectiveness
in Management
1.3.- The Four Management Functions

Planning

Defining goals, establishing strategies to achieve goals, and

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
Four Functions of Management
Managerial Roles
• Managerial 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

Informational Roles

Decisional Roles
Three Types of Roles

Interpersonal Roles
Figurehead, leader, liaison

Informational Roles
Monitor, disseminator, spokesperson

Decisional Roles
Entrepreneur, disturbance handler,
resource allocator, negotiator
x

Interpersonal Roles
Roles that involve people or ceremonial and symbolic
duties:
• Figurehead – A manager has social, ceremonial and
legal responsibilities. People look up to him as a
person with authority.
• Leader – This is when the manager provides
leadership for his team, his department or perhaps the
entire organization.
• Liaison – Managers must communicate with internal
and external contacts. They need to be able to
network effectively on behalf of their organization.
Informational Roles

Involve collecting, receiving and disseminating

information:
• Monitor – The manager regularly seek out information
inside and outside of the organization.
• Disseminator – This is where the manager
communicate potentially useful information to his
colleagues and team.
• Spokesperson – Managers represent and speak for
their organization. He’s responsible for transmitting
information about his organization to the people
outside it.
Decisional Roles
• Refer to making decisions or choices:
•Entrepreneur – This means solving problems, generating
new ideas, and implementing them.
•Disturbance Handler –The manager must take charge and
help mediate disputes within teams.
•Resource Allocator – The manager needs to determine
where organizational resources are best applied.
•Negotiator –This means taking part in negotiations within
a team, department, or organization.
Exhibit 1-5 Mintzberg’s Managerial
Roles
Management Skills
• 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
“The reason that you come to be
educated is because there is nothing
more powerful that someone who is
articulated and who can think and
speak”. Jordan Peterson.
https://www.youtube.com/watch?v=cG
kQil14LPQ
Exhibit 1-6
Skills Needed at Different Managerial Levels
Managing Skills
Skills Type Managing level observations
These skills tend to be more important for first-line
Technical managers because they typically manage employees who
use tools and techniques to produce the organization’s
products or service the organization’s customers.

Interpersonal These skills are equally important to all levels of

(Human) management.

Conceptual These skills are most important to top managers.

Exhibit 1-7 Important Managerial Skills

Based on Workforce Online; J. R. Ryan, Bloomberg

BusinessWeek Online; In-Sue Oh and C. M. Berry; and R. S.
Rubin and E. C. Dierdorff.
Changes challenging Managers
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, no matter where they’re located
Exhibit 1-9 Universal Need for
Management
To sum up
• Why managers are important to organizations.
• Who managers are and where they work.
• Describe the functions, roles, and skills of managers.
• Mintzberg’s managerial roles.
• Katz’s managerial skills.
• The importance of studing management
Review Learning Objective 1.1
• Explain why managers are important to organizations.
– Organizations need their managerial skills and abilities
in uncertain, complex, and chaotic times.
– Managers are critical to getting things done in
organizations.
– Managers contribute to employee productivity and
loyalty.
Review Learning Objective 1.2
• Tell who managers are and where they work.
– Managers coordinate and oversee the work of other
people so that organizational goals can be
accomplished.
– Managers work in an organization, which is a deliberate
arrangement of people to accomplish some specific
purpose.
Review Learning Objective 1.3 (1 of 3)
• Describe the functions, roles, and skills of managers.
– Management involves coordinating and overseeing
the efficient and effective completion of others’ work
activities.
– The four functions of management include planning,
organizing, leading, and controlling.
Review Learning Objective 1.3 (2 of 3)
• Mintzberg’s managerial roles include:
– Interpersonal, involve people and other
ceremonial/symbolic duties (figurehead, leader, and
liaison).
– Informational, collecting, receiving, and disseminating
information (monitor, disseminator, and
spokesperson).
– Decisional, making choices (entrepreneur, disturbance
handler, resource allocator, and negotiator).
Review Learning Objective 1.3 (3 of 3)
• Katz’s managerial skills include
– Technical (job-specific knowledge and techniques)
– Human (ability to work well with people)
– Conceptual (ability to think and express ideas).
Review Learning Objective 1.4
• Explain the value of studying management.
– The universality of management – Managers are
needed in all types and sizes of organizations
– The reality of work – You will manage or be managed
– Significant rewards and challenges
 Case Study 1:
Building a Better
Boss
 Is Google a great place to work?

Source: Great Place to Work® 2019 U.S. National Employee

Engagement Study
https://www.greatplacetowork.com/certified-company/1000103