1. Managers in the Workplace MGTS ZC211 - Principles of Management Session 01 by Dr. Anjani Srikanth Koka

2. Learning Objectives 1.1 Explain why managers are important to organizations. 1.2 Tell who managers are and where they work. 1.3 Describe the functions, roles and skills of managers. 1.4 Describe the factors that are reshaping and redefining the manager’s job. 1.5 Explain the value of studying management.

3. Why Are Managers Important? • Organizations need their managerial skills and abilities more than ever in uncertain, complex, and chaotic times. • Managerial skills and abilities are critical in getting things done. • The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.

4. Who Are Managers? • Manager • Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

5. 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.

6. Exhibit 1–1 Managerial Levels

7. Where Do Managers Work? • 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

8. Exhibit 1–2 Characteristics of Organizations

9. What Is Management? • Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

10. 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

11. Exhibit 1–3 Effectiveness and Efficiency in Management

12. Management Functions • 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.

13. Exhibit 1–4 Management Functions

14. Exhibit 1.5 Mintzberg’s Managerial Roles • Interpersonal Roles • Figurehead • Leader • Liaison • Informational Roles • Monitor • Disseminator • Spokesperson • Decisional Roles • Entrepreneur • Disturbance handler • Resource allocator • Negotiator Adapted from Mintzberg, Henry, The Nature of Managerial Work, 1st Edition, © 1980, pp. 93–94..

15. 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

16. Exhibit 1–6 Skills Needed at Different Management Levels

17. Change in Manager’s Job • 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

18. Exhibit 1–8Changes Affecting a Manager’s Job

19. 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.

20. Exhibit 1–9 Universal Need for Management

21. Exhibit 1–10 Rewards and Challenges of Being A Manager

22. manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management Terms to Know

23. Caselet 1 (Mintzberg’s Managerial Roles) • Michael is the general manager of a production facility. In a routine day, Michael might meet with city officials or civic leaders about environmental issues due to the plants presence in the community. After these meetings, he will then meet with the plants functional managers to discuss the concerns expressed by the city representatives. Other times, Michael might meet with the production manager, Betty, and the human resource manager, Joyce, to discuss a complaint filed by one of the employees in a production department. Michael might also spend time on the Internet looking for new technologies that can be used in the production processes of his plant.

24. Question 1 • When Michael gains information from city officials or civic leaders to learn how the plant's operations may be affecting the environment, he is performing which management role?

25. Solution • Monitor

26. Question 2 • When Michael meets with Betty and Joyce to discuss a complaint filed by one of the employees in a production department, he is performing which management role?

27. Solution • Disturbance Handler

28. Question 3 • When Michael meets with the functional managers to share with them the results of the meeting with city officials or civic leaders, he is performing which management role?

29. Solution • Disseminator

30. Question 4 • When Michael spends time on the Internet looking for new technologies that can be used in the production processes of his plant, he is performing which management role?

31. Solution • Entrepreneur

32. Caselet 2 (Managerial Functions) • As a production supervisor, Joe decides on Friday afternoon how many units of output his employees will be able to produce and on which days certain products will be run in his department. He also decides which of his employees are going to be responsible for operating which machines within the department next week, as his employees are multi-skilled assemblers. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected.

33. Question 1 • When Joe decides how many units of output his employees will be able to produce and on which days certain products will be run, he is performing which of the management functions?

34. Solution • Planning

35. Question 2 • When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the management functions?

36. Solution • Controlling

37. Question 3 • When Joe tells the employees that he is sure they can fulfill the schedule because they are such good and skilled employees, he is performing which of the management functions?

38. Solution • Leading

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