MGT 101 - Principles of Management and Business
Managers & Management
Faisal AlSager
Week 1
Objectives
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To recognize the need for managers.
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To know the definition of organization and its characteristics
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To understand different types of organizational members
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To know the factors that reshape and redefine management
Who needs managers?
ORGANIZATIONS
Organizations?
What is an organization?
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Organization: a deliberate arrangement of people brought together to
accomplish some specific purpose.
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Organization characteristics:
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Goals: An organization has a distinct purpose, expressed in terms of a goal
or a set of goals.
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People: who can achieve the purpose of the organization. They make
decisions and engage in work activities.
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Structure: deliberate and systematic. It defines and limits behaviors of its
members.
Organizational Members
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Managers:
individuals in an organization who direct and oversee the activities
of other people in the organization.
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Nonmanagerial Employees:
people who work directly on a job or a task and have no
responsibility for overseeing the work of others.
Management Levels
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Top mangers:
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Definition: those at or near the top of an organization.
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Examples: CEO, vice president, chancellor.. etc.
Middle managers:
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Definition: managers found between the lowest and top levels of the organization.
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Examples: department head, division manager, store manager.. etc.
First-line managers:
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Definition: individuals responsible for directing day-to-day activities of nonmanagerial
employees.
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Examples: supervisor, team leader, unit coordinator.. etc.
Management Level Pyramid
Management
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Management
the process of getting things done, effectively and efficiently,
through other people.
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Process
a set of ongoing and interrelated activities.
Efficiency and Effectiveness
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Efficiency
doing a task correctly (“doing things right”) and getting the most
output from the least amount of inputs.
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Effectiveness
“doing the right things” by doing those work tasks that help the
organization reach its goals.
Interrelation between Efficiency
and Effectiveness
Means
Efficiency
Ends
Effectiveness
R
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O
U
R
C
E
G
O
A
L
U
S
A
G
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GOALS
Low
waste
High
attainment
A
T
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A
I
N
M
E
N
T
Scientific Management
Scientific management is the use of
scientific methods to define “one best way”
for a job to be done.
What Managers Do
4 Management
Functions
Planning
Organizing
Achieving the
organization’s
stated purpose
Controlling
Leading
Manager’s Functions:
Planning and Organizing
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Planning:
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defining goals
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establishing strategy
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developing plans to coordinate activities
Organizing:
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determining what tasks are to be done
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how the tasks are to be grouped
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who reports to whom
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where decision are to be made
Manager’s Functions:
Leading and Controlling
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Leading:
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motivating employees
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directing activities of others
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selecting the most effective communication channel
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resolving conflicts
Controlling:
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monitoring work performance
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comparing it with goals
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correcting any significant deviations
Mintzberg’s Managerial Roles
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Managerial Roles:
Specific categories of managerial actions or behaviors of
expected of a manager.
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Grouped under one three primary headings:
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Interpersonal roles
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Information roles
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Decisional roles
Interpersonal Roles
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Definition:
involve people (subordinates and people outside the
organization) and other duties that are ceremonial and symbolic
in nature.
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Three interpersonal roles:
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Figurehead
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Leader
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Liaison
Informational Roles
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Definition
involves collecting, receiving, and disseminating information.
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Three informational roles
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Monitor
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Disseminator
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Spokesperson
Decisional Roles
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Definition
entail making decisions or choices.
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Four decisional roles
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Entrepreneur
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Disturbance handler
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Resource allocator
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Negotiator
Skills that Managers Need
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Conceptual Skills
A manager’s ability to analyze and diagnose a complex situation.
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Interpersonal Skills
A manager’s ability to work with, understand, mentor, and motivate
others, both individually and in groups.
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Technical Skills
Job-specific knowledge and techniques needed to perform work
tasks.
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Political Skills
A manager’s ability to build a power base and establish the right
connections.
Is the manager’s job universal?
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Factors affecting the manager’s job:
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Level in the organization
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Profit versus Not-For-Profit
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Size of organization
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Small business: an independent business having fewer than 500
employees and which doesn’t necessarily engage in any new or
innovative practices and which has relatively little impact on the
industry.
Management concepts and national borders
Learning Outcomes
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Organizations have three characteristics: 1) Purpose, 2) People, and 3)
structure.
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Managers lead organizations to their goals using three functions: 1) Planning,
2) Organizing, 3) Leading, and 4) Controlling.
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Mangers should be able to get things done efficiently and effectively.
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There are 3 roles that managers have: 1) Interpersonal, 3) Informational, and
3) decisional roles.
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Four skills that managers have: 1) Conceptual, 2) Interpersonal, 3) Technical,
and 4) Political.
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Management is not a universal job. It differs based on different factors.