Fundamentals of Management

Global Edition

Chapter 01
Managing Today

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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.
• Describe the key employability skills gained
from studying management that are
applicable to your future career, regardless of
your major. 1-2
CASE APPLICATION #3 p.51-52
Destroying the World
Topic: Data Security and Data Breaches

1-19 In addition to the challenges of

"fixing" the flaws. what other issues are
Intel's top managers going to have to
address?
Hint: Think about who might be affected and
how they might be affected both inside and
outside the company.
1-3
1.1 Tell who managers
are and where they
work.

1-4
Who Are Managers?
Where Do They Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose

Common Characteristics of Organizations

• Goals
• People
• Structure
1-5
How Are Managers Different from
Nonmanagerial Employees?
Nonmanagerial Employees
• Work directly on tasks
• Not responsible for overseeing others’ work
Managers
• Direct and oversee the activities of others
• May have work duties not related to
overseeing others

1-7
Managers in an organization can have a variety of titles.

1-8
What Titles Do Managers Have?
Top Managers
• those who make decisions about the direction of the
organization and establishes policies and philosophies
that affect all organizational members.
• Titles include: president, vice president, chief executive
officer.
Middle Managers
• Middle managers fall between the lowest and highest
levels of the organization.
• They often manage other managers and sometimes
nonmanagerial employees, and are responsible for
translating the goals set by top managers into specific
detailed tasks that lower-level managers oversee.
• Titles include: agency head, division manager, project
leader.
1-9
What Titles Do Managers Have?
First-line Managers
• First-line managers are responsible for directing the
day-to-day activities of nonmanagerial employees.
• Titles include: supervisor, shift manager, or unit
coordinator.
Team Leaders
• Team leaders are a special category of lower-level
managers that have become more common as
organizations have moved to using employee work
teams to do work.
• They typically report to a first line manager.

1-10
1.2 Define
management.

1-11
What Is Management?
The process of getting things done effectively
and efficiently, with and through people.

Efficiency: “Doing the things right”

Effectiveness: “Doing the right things”

1-12
1-13
Which one is the most ?
and

Why?

by motorcycle ? by train? by walk?

1-14
Is the Manager’s Job Universal?
1. Level in the Organization
2. Size of the Organization
3. Profit vs. Not-for-profit
4. National Borders

1-15
Is the Manager’s Job Universal?
1. Level in the Organization

1-16
Is the Manager’s Job Universal?
2. Size of the Organization

externally internally

1-17
Is the Manager’s Job Universal?
3. Profit vs. Not-for-profit

4. National Borders

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1-18
1.3 Describe what
managers do.

1-19
What Do Managers Do?
3. Ways to Look at What Managers Do

1. Four Functions Approach

2. Management Roles Approach
3. Skills and Competencies

1-20
Four Functions Approach

1-21
Management Roles Approach
◼In the late 1960s, Henry Mintzberg found
that managers serve three distinct roles in
the organization
✓ Interpersonal relationships
✓ Informational transfer
✓ Decision-making

◼Each of these categories spawned more

specific responsibilities that ultimately
share a common theme.

1-22
Management Roles Approach

1-23
What Skills Do Managers Need?
Conceptual Skills Interpersonal Skills
Analyzing and Working well with other
diagnosing complex people both individually
situations to see how and in groups by
things fit together and communicating,
to facilitate making motivating, mentoring,
good decisions. and delegating

Technical Skills Political Skills

Job-specific Building a power base
knowledge, expertise, and establishing the
and techniques right connections so
needed to perform they can get needed
work tasks. resources for their
groups.
1-24
1.4 Explain why it’s
important to study
management.

1-25
Why Study Management?

We all have a vested interest in improving how

organizations are managed.

1-26
Why Study Management? (cont.)
Most people will either manage or be managed

1-27
1.5 Describe the factors
that are reshaping
and redefining
management.

1-28
What Factors are Reshaping and
Redefining Management
Welcome to the New World of Management!
• Changing Workplaces + Changing Workforce

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Why Are Customers Important to the
Manager’s Job?
Consistent, high-quality customer service is essential to
survival.

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Why Is Innovation Important to the
Manager’s Job?
“Nothing is more risky than not innovating.”

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Importance of Social Media to the
Manager’s Job
Social media
– Forms of electronic
communication through
which users create
communities to share
ideas, information,
personal messages, and
other content
•Connecting with customers
•Managing human resources

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Importance of Sustainability to the
Manger’s Job
Sustainability
– A company’s ability to achieve its business goals and
increase long-term shareholder value by integrating
economic, environmental, and social opportunities
into its business strategies

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 1-34

Describe the key

1.6 employability skills
gained from studying
management that are
applicable to your
future career, regardless
of your major

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What Employability Skills Are Critical
for Getting and Keeping a Job?
• Critical thinking
• Communication
• Collaboration
• Knowledge application and analysis
• Social responsibility

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Managers Matter!
Employee productivity, loyalty, and engagement hinge on
employee/manager relationships.
Employee engagement
– When employees are connected to, satisfied with,
and enthusiastic about their jobs

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