Chapter 1
Manager and you in the
workplace
1
OUTLINE

Who are managers?
 Type of managers
 Why are manager important?
 What is management?
 Management Approaches
 The Changing Organization
 How is the Manager’s Job changing
 Why study management?
Who Are Managers?
Someone who works with and through other people by coordinating
their work activities in order to accomplish organizational goals
Types of Managers
Top
M anagers
M iddle M anagers
First-Line M anagers
Nonm anagerial Em ployees
Why are manager important
 Energize you and your coworkers to accomplish thinks
together that you couldn’t get done by yourself
 provide coaching and guidance with problems
 provide you feedback on how you're doing
Help you to improve your performance
 keep you informed of organizational changes
 change you life
What Is Management?
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for the least
input
Effectiveness
“Doing the right things”
Work activities that attain
organizational goals
Management Approaches
Three Approaches to describe:
Management Functions
Management Roles (Mintzberg)
Management Skills
Management Functions
Planning
Organizing
Leading
Controlling
Lead to
Defining goals,
establishing
strategy, and
developing
sub-plans to
coordinate
activities
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Directing and
motivating all
involved parties
and resolving
conflicts
Monitoring
activities
to ensure
that they are
accomplished
as planned
8
Achieving the
organization’s
stated
purpose
What Do Managers Do?
Mintzberg’s Management Roles
Approach
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler,
resource allocator, negotiator
Skills Needed at Different Management
Levels
Top
M anage rs
Conce ptual
Sk ills
M iddle
M anage rs
Hum an
Sk ills
Te chnical
Sk ills
Low e r-le ve l
M anage rs
Im portance
The Changing Organization
Traditional
New Organization
Stable
Inflexible
Job-focused
Work is defined by job positions
Individual-oriented
Permanent jobs
Command-oriented
Managers always make decisions
Rule-oriented
Relatively homogeneous
workforce
Workdays defined as 9 to 5
Hierarchical relationships
Work at organizational facility
during specific hours
Dynamic
Flexible
Skills-focused
Work is defined in terms of tasks to be
done
Team-oriented
Temporary jobs
Involvement-oriented
Employees participate in decision
making
Customer-oriented
Diverse workforce
Workdays have no time boundaries
Lateral and networked relationships
Work anywhere, anytime
How is the Manager’s Job changing?
Change
Changing technology (Digitalization)
Increased emphasis on organizational
and managerial ethics
Increased
competitiveness
Changing security
threats
Impact of Change
• Shifting organizational boundaries
• virtual workforce
• more mobile workforce
• flexible work arrangements
•Empowered employee
•Work life personal life balanced
•Social media challenges
• Redefined values
• Rebuilding trust
• Increased accountability
• Sustainability
• Customer service
• Innovation
• Globalization
• Efficiency/ productivity
• Risk management
• Uncertainty over future energy
source
• Discrimination concern
•Uncertainty over economic climate
How is the Manager’s Job changing?
Focus on
customers
Focus on
Technology
Boundary
spanning Role
Manager
Focus on
Employees
Focus on
Sustainability
Focus on
social media
Focus on
innovation
Why Study Management?
 The universality of management
 Good management is needed in all organizations
 The reality of work
 Employees either manage or are managed
 Entrepreneurship
Manger
 The organized effort to pursue opportunities to create value
and grow through innovation and uniqueness
 Gaining insights into life at work