Week 1
Introduction to
Management
and
Organizations
11
What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
12
Characteristics of Organizations
13
Types of organizations
Private/ Business organizations
Business organizations operate for profit-seeking
activities and provide goods and services.
Non- profit organizations
Primary objective of non-profit organizations is not
earning profit rather to provide public services.
Public organizations
Public organizations are state-run organizations
serving the public at large and their primary objective
is not to earn profit.
14
What Is Management?
Management is the effective and
efficient attainment of
organizational goals through
planning, organizing, leading and
controlling organizational
resources.
15
Key ideas in this definition
Two key managerial Concerns
Efficiency
Doing things right
Getting the most output for the least inputs
Effectiveness
Doing the right things
Attaining organizational goall
Four functions
Planning
Organizing
Leading
Controlling
16
Effectiveness and Efficiency in
Management
17
The Process of Management
External Environment
(International, National and local pressures)
18
Why Study Management?
The Value of Studying Management
The universality of management
Good management is needed in all organizations.
The reality of work
Employees either manage or are managed.
Rewards and challenges of being a manager
Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
Successful managers receive significant monetary rewards
for their efforts.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
19
Universal Need for Management
110
Who Are Managers?
Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
111
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.
112
Managerial Levels
113
What do managers do?
Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
114
What Managers Do?
Functions Managers Perform
Planning
Defining goals, establishing strategies to achieve goals,
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.
115
Management Functions
116
What Managers Do?
Roles Managers Play
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.
117
What Managers Do?
Management Roles
(Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Entrepreneur, disturbance
handler, resource allocator,
negotiator
118
Mintzbergs Managerial Roles
Interpersonal Roles
Figurehead
Leader
Liaison
Informational Roles
Monitor
Disseminator
Spokesperson
Decisional Roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
119
What Managers Do?
Skills Managers Need
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
120
Skills Needed at Different
Management Levels
121
