IIUI
Lecture -1
International Islamic University
Islamabad
Introduction
to Management
Introduction to Organizations
and Management
Contributed By: Muhammad Adnan Khan
E.mail: adnan_comsats@yahoo.com
Contact: 0300-9568964
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Lecture Out line
Introduction
Who Are Managers?
What Is Management?
What Do Managers Do?


Management Functions and Processes
Management Roles
Interpersonal Roles
Informational Roles
Decisional Roles
Management Skills
Technical Skills
Human Skills
Conceptual Skills
Managing Systems
Managing in Different and Changing Situations
What Is an Organization?
Why Study Management?
The Universality of Management
The Reality of Work
Rewards and Challenges of Being a Manager
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1.
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INTRODUCTION.
The concept of management and managers is introduced in this chapter. Five questions are
addressed:
A.
Who are managers?
B.
What is management?
C.
What do managers do?
D.
What is an organization, and how is the concept of an organization changing?
E.
Why study management?
2.
WHO ARE MANAGERS?
A.
The changing nature of organizations and work has blurred the clear lines of distinction
between managers and nonmanagerial employees. Many workers’ jobs now include
managerial activities. Definitions used in the past no longer work.
B.
How do we define a manager? A manager is an organizational member who works with
and through other people by coordinating their work activities in order to accomplish
organizational goals. However, keep in mind that managers may have other work duties
not related to integrating the work of others.
C.
Managers can be classified by their level in the organization, particularly for traditionally
structured organizations (those shaped like a pyramid).
1.
2.
3.
3.
First-line managers are the lowest level of management. They’re often called
supervisors.
Middle managers include all levels of management between the first-line level
and the top level of the organization.
Top managers include managers at or near the top of the organization who are
responsible for making organizationwide decisions and establishing the plans
and goals that affect the entire organization.
WHAT IS MANAGEMENT?
A.
Management refers to the process of coordinating and integrating work activities so that
they’re completed efficiently and effectively with and through other people.
1.
2.
3.
The process refers to the ongoing functions or primary activities engaged in by
managers.
Coordinating others’ work activities is what distinguishes a manager’s job from
a nonmanagerial one.
Efficiency is getting the most output from the least amount of inputs, the goal of
which is to minimize resource costs.
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4. Effectiveness is completing activities so that organizational goals are attained; often
described as “doing the right things.”
5. Optimization of resources is alos called management.
4.
WHAT DO MANAGERS DO?
No two managers’ jobs are alike. But management writers and researchers have developed some
specific categorization schemes to describe what managers do. We’re going to look at five
categorization schemes: functions and processes, roles, skills, managing systems, and situational
analysis.
A.
Management Functions and Processes. Henri Fayol, a French industrialist from the early
part of the 1900s, proposed that managers perform five management functions: POCCC
(plan, organize, command, coordinate, control).
1.
These functions still provide the basis around which popular management
textbooks are organized, but the functions have been condensed to four.
a.
b.
c.
d.
2.
3.
B.
Planning involves the process of defining goals, establishing strategies
for achieving those goals, and developing plans to integrate and
coordinate activities.
Organizing is the process of determining what tasks are to be done, who
is to do them, how the tasks are to be grouped, who reports to whom, and
where decisions are to be made.
Leading includes motivating subordinates, influencing individuals or
teams as they work, selecting the most effective communication channel,
or dealing in any way with employee behavior issues.
Controlling is monitoring activities to ensure that they are being
accomplished, comparing performance with previously set goals, and
correcting any significant deviations.
The reality of managing isn’t quite as simplistic as these descriptions imply. It’s
more realistic to describe managers’ functions from the perspective of a process.
The management process is the set of ongoing decisions and work activities in
which managers engage as they plan, organize, lead, and control.
Management Roles. In the late 1960s, Henry Mintzberg conducted a precise study of
managers at work. He concluded that managers perform 10 different, but highly
interrelated roles.
1.
Management roles refer to specific categories of managerial behavior.
a.
b.
c.
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Interpersonal roles included figurehead, leadership, and liaison
activities.
Informational roles included monitoring, disseminating, and
spokesperson activities.
Decisional roles included those of entrepreneur, disturbance handler,
resource allocator, and negotiator.
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2.
3.
C.
Follow-up studies of Mintzberg’s role categories in different types of
organizations and at different managerial levels within organizations have
generally supported the notion that managers perform similar roles.
However, the more traditional functions have not been invalidated. In fact, the
functional approach still represents the most useful way of classifying the
manager’s job.
Management Skills. Managers need certain skills to perform the varied duties and
activities associated with being a manager.
1.
Robert L. Katz found through his research in the early 1970s that managers need
three essential skills or competencies.
a.
Technical skills are skills that include knowledge of and proficiency in
a certain specialized field.
b.
Human skills include the ability to work well with other people both
individually and in a group.
c.
Conceptual skills include the ability to think and to conceptualize about
abstract and complex situations, to see the organization as a whole, and
to understand the relationships among the various subunits, and to
visualize how the organization fits into its broader environment.
2.
There are 23 skill-building modules found at the back of the textbook. These
skills reflect a broad cross section of the management functions.
D.
Managing Systems. We can also describe what managers do from the perspective of
managing systems.
1.
A system is a set of interrelated and interdependent parts arranged in a manner
that produces a unified whole.
2.
The two basic types of systems are open and closed. A closed system is one that
is not influenced by and does not interact with its environment. An open system
is one that dynamically interacts with its environment.
3.
Organizations are, by their very nature, open systems.
4.
The systems perspective adds to our understanding of what managers do because
managers are to ensure that all the interdependent parts of the organization are
working together so that the organization’s goals can be achieved.
5.
Regardless of the level the manager is on, he or she must ensure that the work
activities in the part of the organizational system he or she is responsible for are
coordinated and integrated.
6.
In addition, the systems view reflects the fact that decisions and actions taken in
one organizational area will affect others and vice versa.
7.
An important part of a manager’s job is recognizing and understanding the
impact of the various external factors.
E.
Managing in Different and Changing Situations. The final way that we’re going to
describe what it is that managers do is from the contingency perspective.
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1.
2.
3.
4.
5.
The contingency perspective, sometimes called the situational approach, is a
view that the organization recognizes and responds to situational variables as
they arise.
Using this perspective, we recognize that managers must “read” and attempt to
interpret the situational contingencies facing them before deciding the best way
to work with and through others as they coordinate work activities.
Some popular contingency variables are shown in the book.
The primary value of the contingency approach is that it stress that there are no
simplistic or universal rules for managers to follow doing their jobs.
WHAT IS AN ORGANIZATION?
Organizations need managers. An organization is a deliberate arrangement of people to
accomplish some specific purpose.
A.
Organizations share three common characteristics: (1) each has a distinct purpose; (2)
each is composed of people; and (3) each develops some deliberate structure so members
can do their work.
6.
B.
Although these three characteristics are important to defining what an organization is,
the concept of an organization is changing. Exhibit 1.10 lists some of the important
differences between the traditional organization and the new organization. Some of these
differences include: stable (traditional) vs. dynamic (new); inflexible (traditional) vs.
flexible (new); job-focused (traditional) vs. skills-focused (new); and work at
organizational facility during specific hours (traditional) vs. work anywhere, anytime
(new).
C.
Organizations are changing because the world around them has changed and is
continuing to change. These societal, economic, global, and technological changes have
created an environment in which successful organizations must embrace new ways of
getting their work done.
WHY STUDY MANAGEMENT?
Management is important in our society today. The importance of studying management can be
explained by looking at the universality of management, the reality of work, and the rewards and
challenges or being a manager.
A.
The Universality of Management—the certainty that management is needed in all types
and sizes of organizations, at all organizational levels, and in all organizational work
areas, regardless of where they’re located.
1.
We interact with organizations every day of our lives. Every product we use and
every action we take is provided or affected by organizations. These
organizations require managers.
2.
By studying management, students will be able to recognize good management
and encourage it, as well as to recognize poor management and work to get it
corrected.
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B.
The Reality of Work—after graduating, you will either manage or be managed. A course
in management provides insights into the way your boss behaves and the internal
working of organizations.
C.
Rewards and Challenges of Being a Manager
1.
Challenges
a.
Managers may find it difficult to effectively blend the knowledge, skills,
ambitions, and experiences of a diverse group of employees.
b.
A manager’s success typically is dependent on others’ work
performance.
2.
Rewards
a.
Managers get to create a work environment in which organizational
members can do their work to the best of their ability and help the
organization achieve its goals.
b.
Receiving recognition and status in the organization in the organization
and the community, playing a role in influencing organizational
outcomes, and receiving appropriate compensation.
c.
Satisfaction from knowing that efforts, skills, and abilities are needed by
the organization.
Some Important Short Questions?
1.
How are managers different from nonmanagerial employees?
A manager is an organizational member who integrates and coordinates the work of others.
Nonmanagerial employees do not integrate and coordinate the work of others.
2.
Explain why it isn’t always easy to determine exactly who the managers are in an
organization.
It’s not always easy to determine exactly who managers are because the changing nature of
organizations and work has, in many organizations, blurred the clear lines of distinction
between managers and nonmanagerial employees. Many traditional workers’ jobs now include
managerial activities, especially on teams.
3.
Contrast the three different levels of management.
The three different levels of management are first-line managers (the lowest level, often called
supervisors), middle managers (all levels between first-line and top level), and top managers
(responsible for making organizationwide decisions and establishing policies and strategies that
affect the entire organization).
4.
How is management a process?
Management refers to the process of coordinating and integrating work activities so they’re
completed efficiently and effectively with and through other people. The process represents the
ongoing functions of planning, organizing, leading, and controlling.
5.
Define efficiency and effectiveness.
Efficiency refers to the relationship between inputs and outputs and is often referred to as
“doing things right.” Effectiveness refers to completing activities so that organizational goals
are attained, and is often described as “doing the right things.”
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6.
Explain why efficiency and effectiveness are important to management.
Management is concerned with getting activities completed and meeting organizational goals
(effectiveness) and also with doing so as efficiently as possible. Successful organizations are
both efficient and effective. Poor management is most often due to both inefficiency and
ineffectiveness or to effectiveness achieved through inefficiency.
7.
Briefly describe the four functions all managers perform.
All managers perform the four functions of planning, organizing, leading, and controlling.
Planning is the process of defining goals, establishing a strategy for achieving them, and
developing plans to integrate and coordinate activities. Organizing means designing an
organization’s structure. Leading means integrating and coordinating the work of the
organization’s people. Controlling is monitoring, comparing, and correcting the actual work
performance.
8.
What is the management process, and how does it reflect what managers do?
The management process is the set of ongoing decisions and work activities in which managers
engage as they plan, organize, lead, and control. As managers perform the management
functions, their work activities are done in an ongoing and continuous manner as a process.
9.
Describe Mintzberg’s 10 management roles and how they are used to explain what
managers do.
Mintzberg concluded that managers perform 10 different but highly interrelated roles. These
are interpersonal (figurehead, leader, liaison), informational (monitor, disseminator,
spokesperson), and decisional (entrepreneur, disturbance handler, resource allocator,
negotiator). They explain what managers do by describing specific categories of managerial
behavior.
10.
Describe the three skills that Katz felt were essential to managers. How does the
importance of the three management skills change depending on management
level?
Robert Katz felt that managers needed three essential skills—technical, human, and
conceptual. Technical skills include knowledge of or proficiency in a certain specialized field;
human skills are the ability to work well with other people both individually and in a group; and
conceptual skills include the ability to think and conceptualize about abstract situations. The
importance of the three skills varies with management level in that top managers need more
conceptual skills and lower-level managers need more technical skills. Human skills are
important at all levels of management.
11.
Are skills important to today’s managers? Explain.
Invaluable employees in today’s workplace are those who are willing to constantly upgrade
their skills and take on extra work outside their own specific job area.
12.
Describe an organization using the systems perspective.
A system is a set of interrelated and interdependent parts arranged in a manner that produces
a unified whole. An organization is an open system because it constantly interacts with its
environment. From an open systems perspective, a business organization uses a
transformation process to turn inputs such as raw materials and human resources into finished
products or services through employees’ work activities, management activities, and
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technology and operations methods. Outputs include products and services, financial results,
and levels of job satisfaction and productivity.
13.
Explain how the systems perspective is used to describe what managers do.
The systems view of a manager’s job can be used to describe what managers do because the
job of a manager is to ensure that all the interdependent and interrelated parts of the
organization are working together so that the organization’s goals can be achieved. It also
implies that decisions and actions in one organizational area will affect others and vice versa.
14.
What is the contingency perspective, and how is it used to describe what managers
do?
The contingency perspective emphasizes the fact that organizations are different, face different
circumstances or contingencies, and thus may require different ways of managing.
15.
What are the three characteristics of organizations?
An organization is a deliberate arrangement of people to accomplish some specific purpose. Its
three characteristics are a distinct purpose, people, and a deliberate structure.
16.
Why are managers important to an organization’s success?
Even though the concept of organizations may be changing, managers and management are
important contributors to an organization’s success.
17.
How are organizations changing, and why are they changing?
Organizations are becoming more open, flexible, and responsive to changes. They are
changing because the world around them has changed.
18.
What does the concept of universality of management mean?
The universality of management means that management is needed in all types and sizes of
organizations, at all organizational levels, and in all organizational work areas, regardless of
what country they’re located in.
19.
Why is an understanding of management important even if you don’t plan to be a
manager?
An understanding of management is important even if you don’t plan to be a manager because
the reality is that upon graduating, you will either manage or be managed. A course in
management provides insights into the way your boss behaves and the internal workings of
organizations.
20.
Describe the challenges and rewards of being a manager.
The challenges of being a manager are that it’s hard work; you have to deal with a variety of
personalities; you often have to make do with limited resources, you must motivate workers in
chaotic and uncertain situations; managers may find it difficult to effectively blend the
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knowledge, skills, ambitions, and experiences of a diverse group of employees; and a
manager’s success typically is dependent upon others’ work performance.
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