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TOPIC 1

Uploaded by

chonking1314
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© © All Rights Reserved
Available Formats
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Fundamentals of Management

TOPIC 1
Managers and
Management
in Today’s
Workplace
1.1 Tell who managers are and where they
work.

1.2 Define management.

LEARNING 1.3 Describe what managers do.


OBJECTIVE
S 1.4 Explain why it’s important to study
management.

1.5 Describe the factors that are reshaping


and redefining management.

1.6 Describe the key employability skills


gained from studying management that are
applicable to your future career, regardless of your
major.
LEARNING OBJECTIVE 1.1
Tell who managers are and where they work.
WHO ARE MANAGERS? WHERE DO
THEY WORK?
Organization
• A deliberate collection of people brought together to
accomplish some specific purpose

Common Characteristics of
Organizations
• Goals
• People
• Structure
WHAT THREE CHARACTERISTICS DO
ALL ORGANIZATIONS SHARE?
Exhibit 1.1 Three Characteristics of Organizations
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
WHAT TITLES DO MANAGERS HAVE?
(1 OF 2)

Exhibit 1.2 Management Levels


WHAT TITLES DO MANAGERS HAVE?
(2 OF 2)

• Top Managers
• Make decisions about the direction of an organization
Middle Managers
• Manage other managers
First-line Managers
• Direct nonmanagerial employees
Team Leaders
• Manage activities of a work team
LEARNING OBJECTIVE 1.2
Define management.
WHAT IS MANAGEMENT? (1 OF 2)

Management
• The process of getting things done effectively and
efficiently, with and through people.
• Effectiveness: Doing the right things
• Efficiency: Doing things right
WHAT IS MANAGEMENT? (2 OF 2)

Exhibit 1.3 Efficiency and Effectiveness


LEARNING OBJECTIVE 1.3
Describe what managers do.
Ways to Look at
What Managers
Do
• 4 Functions Approach
• Management Roles
Approach
• Skills and
Competencies
WHAT DO MANAGERS DO?
4 FUNCTIONS APPROACH
Exhibit 1.4 Four Management Functions
• Planning
• Organizing
• Leading
• Controlling
MANAGEMENT ROLES APPROACH
Exhibit 1.5 Mintzberg’s Managerial Roles

Source: Based on Mintzberg, Henry, The Nature of Managerial Work, 1st edition, © 1973
SKILLS AND COMPETENCIES

Analyze and diagnose Working well with others

Possessing expert job knowledge Political adeptness


Source: Simon/Fotolia
LEARNING OBJECTIVE 1.4
Explain why it’s important to study management.
WHY STUDY MANAGEMENT? (1 OF 2)

We all have a vested interest in improving


how organizations are managed.
Studying management provides knowledge
about manager skills and responsibilities,
how organizations function, and how people
behave in the workplace.
WHY STUDY MANAGEMENT? (2 OF 2)

Most people will either manage or be managed.


LEARNING OBJECTIVE 1.5
Describe the factors that are reshaping and redefining
management.
WHAT FACTORS ARE
RESHAPING AND
REDEFINING
MANAGEMENT

• Welcome to the
New World of
Management!
• Changing
Workplaces +
Changing
Workforce
WHY ARE CUSTOMERS IMPORTANT
TO THE MANAGER’S JOB?
Consistent, high-quality customer service is essential to
survival.
WHY IS INNOVATION IMPORTANT TO
THE MANAGER’S JOB?
“Nothing is more risky than not innovating.”
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
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
LEARNING OBJECTIVE 1.6
Describe the key employability skills gained from studying
management that are applicable to your future career,
regardless of your major
WHAT EMPLOYABILITY SKILLS ARE CRITICAL
FOR GETTING AND KEEPING A JOB?
• Critical thinking

• Communication

• Collaboration

• Knowledge application and analysis

• Social responsibility
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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