INTRODUCTION TO MANAGEMENT

ORGANIZATIONS

Franchise
Restaurant chains
Certain
Clothing retailers individuals
They’re are in
made up of charge
people
Organizations
formed for
profit

Groups of
individuals
join forces
 TASK OF MANAGERS

Making decisions
Solving difficult problems
Setting goals
Planning strategies
Rallying individuals
 MANAGERS
 Are responsible for a group of individuals’
performance.
 Must encourage this group to reach common business
goals
 Managers use
 Human resources
 Various material resources
 Technology

If the team fails, ultimately it is the manager who

shoulders the responsibility.
 LEVELS OF MANAGEMENT
Top Level Middle Level Lower Level

• report to top managers • initial management job that

• Ensure that major performance • are in charge of relatively most people attain is typically
objectives are established and large departments or divisions a first-line management
accomplished. consisting of several smaller position, such as a team leader
• Senior managers are units. or supervisor
considered executives, • Middle managers develop and • a person in charge of smaller
responsible for the implement action plans work units composed of hands-
performance of an consistent with company on workers.
organization as a whole or for objectives, such as increasing • First-line managers ensure that
one of its parts. market presence. their work teams or units meet
• Common job titles for top • Examples of middle managers performance objectives, such
managers include chief include clinic directors in as producing a set number of
executive officer (CEO), chief hospitals; deans in universities; items at a given quality, that
operating officer (COO), and division managers, plant are consistent with the plans
president, and vice president. managers, and branch sales of middle and top
managers in businesses. management.
• Job titles for these first-line
managers vary greatly, but
include such designations as
department head, group
leader, and unit leader.
FUNCTIONS OF MANAGERS
 FUNCTIONS OF MANAGERS

Planning Organizing

• Mapping out exactly how to achieve • It occurs after a plan is in place

a particular goal. • A manager needs to organize his
• Example: the organization’s goal is to team and materials according to his
improve company sales. The manager plan.
first needs to decide which steps are • It involves two important elements of
necessary to accomplish that goal. organizing
• These steps may include increasing • Assigning work and
advertising, inventory, and sales • granting authority
staff.
• These necessary steps are developed
into a plan.
• When the plan is in place, the
manager can follow it to accomplish
the goal.
 FUNCTIONS OF MANAGERS

Staffing Leading

• A manager discerns / • In addition to planning,

assesses his area’s needs. organizing, and staffing his
• He may decide to beef up team to achieve a goal,
his staffing by recruiting, • He must also lead.
selecting, training, and • Leading involves motivating,
developing employees. communicating, guiding, and
• A manager in a large encouraging.
organization often works • It requires the manager to
with the company’s human coach, assist, and solve
resources department to problems with employees.
accomplish this goal.
 FUNCTIONS OF MANAGERS

Controlling

• After the other elements

are in place, a manager’s
job is not finished.
• He needs to continuously
check results against
goals
• Take any corrective
actions necessary to make
sure that his area’s plans
remain on track.
 ROLES PERFORMED BY MANAGERS

Roles -Three Categories

Interpersonal Informational Decisional

involves human involves the involves decision

interaction sharing and making
analyzing of
information
ROLES PERFORMED BY MANAGERS

Role Activity

Figure Perform ceremonial and symbolic duties, such as greeting

-head visitors and signing legal documents.
Direct and motivate subordinates
Leader
Counsel and communicate with subordinates.

Maintain information links both inside and

Liaison
outside organization via mail, phone calls, and meetings.
ROLES PERFORMED BY MANAGERS

Category Role Activity

1. Seek and receive information
2. scan periodicals and reports
Monitor
3. maintain personal contact with
stakeholders.
Forward information to organization
Disseminator members via memos, reports, and phone
calls.
Transmit information to outsiders via reports,
Spokesperson
memos, and speeches.
 ROLES PERFORMED BY MANAGERS

Role Activity
Initiate improvement projects
Entrepreneur
Identify new ideas and delegate idea responsibility to others.
Take corrective action during disputes or crises
Decisional

Disturbance
Resolve conflicts among subordinates
Handler
Adapt to environments
Decide who gets resources
Resource
Prepare budgets
Allocator
Set schedules and determine priorities
Represent department during negotiations of union contracts,
Negotiator
sales, purchases, and budgets.
SKILLS NEEDED BY MANAGERS
Skills fall under the following categories

Technical

Human

Conceptual
 SKILLS NEEDED BY MANAGERS
Technical

 This skill requires the ability to use a special

proficiency or expertise to perform particular tasks.
 Accountants, engineers, market researchers, and
computer scientists, as examples, possess technical
skills.
 Managers acquire these skills initially through
formal education and then further develop them
through training and job experience.
 Technical skills are most important at lower levels of
management
 SKILLS NEEDED BY MANAGERS
Human
 This skill demonstrates the ability to work well in cooperation with
others.
 Human skills emerge in the workplace as a spirit of trust, enthusiasm,
and genuine involvement in interpersonal relationships.
 With good human skills a manager has a high degree of self-
awareness and a capacity to understand or empathize with the
feelings of others.
 Some managers are naturally born with great human skills, while
others improve their skills through classes or experience.
 No matter how human skills are acquired, they’re critical for all
managers because of the highly interpersonal nature of managerial
work.
 SKILLS NEEDED BY MANAGERS
Conceptual
This skill calls for the ability to think analytically.
Analytical skills enable managers to break down problems into
smaller parts, to see the relations among the parts, and to
recognize the implications of any one problem for others.
As managers assume ever higher responsibilities in
organizations, they must deal with more ambiguous
problems that have long-term consequences.
Again, managers may acquire these skills initially through
formal education and then further develop them by training
and job experience.
The higher the management level, the more important
conceptual skills become.

Analysis: An investigation of the component parts of a whole and their relations in making up the whole
Analytic Thinking: The abstract separation of a whole into its constituent parts in order to study the parts and their relations
 SKILLS NEEDED BY MANAGERS
American Assembly of Collegiate Schools of Business (AACSB) skill sets

1. Leadership — ability to influence others to perform tasks

2. Self-objectivity — ability to evaluate yourself realistically
3. Analytic thinking — ability to interpret and explain patterns in
information
4. Behavioral flexibility — ability to modify personal behavior to react
objectively rather than subjectively to accomplish organizational goals.
5. Oral communication — ability to express ideas clearly in words
6. Written communication — ability to express ideas clearly in writing
7. Personal impact — ability to create a good impression and instill
confidence
8. Resistance to stress —ability to perform under stressful conditions
9. Tolerance for uncertainty — ability to perform in ambiguous situations