Principles of

Management
Lecture
Introduction to
Management
1 and
Organizations
Recommended Text & Reference
Books:
FUNDAMENTALS OF MANAGEMENT Essential
Concepts & Applications
By: Robbins, Decenzo

MANAGEMENT The New Competitive Landscape

By: Bateman, Snell

MANAGEMENT 11th Edition

By: Robbins, Coulter

MANAGEMENT A global Perspective

By: Weihrich, Koontz
1–2
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
Explain how managers differ from non-managerial
employees.
Describe how to classify managers in organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important
to management.

1–3
Learning Outcomes
1.3 What Do Managers Do?
Describe the four functions of management.
Explain Mintzberg’s managerial roles.
Describe Katz’s three essential managerial skills and
how the importance of these skills changes
depending on managerial level.
Discuss the changes that are impacting manager’s
jobs.
Explain why customer service and innovation are
important to the manager’s job.

1–4
Learning Outcomes
1.4 What Is An Organization?
Explain the characteristics of an organization.
Describe how today’s organizations are structured.
1.5 Why Study Management?
Discuss why it’s important to understand
management.
Explain the universality of management concept.
Describe the rewards and challenges of being a
manager.

1–5
Who Are Managers?
• Manager
 Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

1–6
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.

1–7
 Exhibit 1–1 Women in Managerial Positions Around
the World

Women in Senior
Levels of
Management
(%)
Australia 36.3
Canada 32.6
India 20

1–8
Exhibit 1–2 Managerial Levels

1–9
What Is Management?
• Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

1–10
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

1–11
Exhibit 1–3 Effectiveness and Efficiency in
Management

1–12
What Managers Do?
• Three Approaches to Defining What Managers
Do.
 Functions they perform.
 Roles they play.
 Skills they need.

1–13
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.

1–14
Exhibit 1–4 Management Functions

1–15
What Managers Do?
• Roles Manager’s 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.

1–16
What Managers Do?
• Management Roles
(Mintzberg)
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Entrepreneur, disturbance
handler, resource allocator,
negotiator

1–17
What Managers Do (Mintzberg)
• Actions
 thoughtful thinking
 practical doing

1–18
 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..

1–19
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

1–20
Exhibit 1–6 Skills Needed at Different
Management Levels

1–21
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.

1–22
Exhibit 1–8
Changes
Affecting a
Manager’s Job

1–23
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

1–24
Exhibit 1–9 Characteristics of Organizations

1–25
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.

1–26
Exhibit 1–10 Universal Need for Management

1–27
Exhibit 1–11 Rewards and Challenges of
Being A Manager

1–28
 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

1–29