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Lecture 2

The document introduces the concept of management, defining managers as individuals who coordinate and oversee the work of others to achieve organizational goals. It classifies managers into three levels: first-line, middle, and top managers, and outlines the functions, roles, and skills necessary for effective management. Additionally, it emphasizes the importance of customer relationships and innovation in the changing landscape of management.

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18 views

Lecture 2

The document introduces the concept of management, defining managers as individuals who coordinate and oversee the work of others to achieve organizational goals. It classifies managers into three levels: first-line, middle, and top managers, and outlines the functions, roles, and skills necessary for effective management. Additionally, it emphasizes the importance of customer relationships and innovation in the changing landscape of management.

Uploaded by

ayan khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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WELCOME!

Nasir Mahmood Qureshi


Senior Assistant Professor
Department of Business Studies

Email: [email protected]
Cell: +92 300 5530 818
Introduction to Management
and
Organizations

Chapter

1
Who Are Managers?
• Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
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.
Managerial Levels
What Is Management?

• Management involves coordinating and


overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
What Is Management?
• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
 Effectiveness
 “Doing the right things”
– Attaining organizational
goals
Effectiveness and Efficiency in Management
What Managers Do?
Three approaches to define what managers do:

1. Functions they perform.

2. Roles they play.

3. Skills they need.


What Managers Do?
• Functions Manager’s 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.
Management Functions
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.
What Managers Do?
• Management Roles
(Mintzberg)
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Entrepreneur, disturbance
handler, resource allocator,
negotiator
What Managers Do (Mintzberg)

• Actions
 thoughtful thinking
 practical doing
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
Skills Needed at Different Management Levels
How The Manager’s Job Is
Changing
• The Increasing Importance of Customers
 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of and
act on opportunities for innovation.
Changes
Affecting a
Manager’s Job
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
Characteristics of Organizations
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.
Universal Need for Management
Rewards and Challenges of Being A Manager
Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling

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