Introduction to Management
Study Guide 1

Chapter 1
First line manager – manage the work of non-managerial employees who typically are involved with producing the organization’s product or servicing the organization’s customers.

Middle managers – manage the work of first line managers and can be found between the lowest and top levels of organization

Top managers – are responsible for making organization wide decisions and establishing plans and goals that affect the entire organization.

Organization – deliberate arrangement of people to accomplish some specific purpose. Has a distinct purpose Compose of people Develop some deliberate structure within which members do their work

Management – involves coordinating and overseeing the work activities of other so that their activities are completed efficiently and effectively.

Efficiency – refers to getting the most output from the least amount of inputs. “doing things right”
Effectiveness – doing those work activities that will help the organization reach its goals. “doing the right things”
Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.

All managers perform five functions Planning – they set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities. Organizing – arranging and structuring work to accomplish the organization’s goals. Leading – work with and through people to accomplish goals. Controlling – to ensure that goals are being met and that work is being done as it should be, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is the controlling function.

Managerial roles Interpersonal roles – ones that involves people and other duties that are ceremonial and symbolic in nature. Figurehead, leader, liason Informational roles – involve collecting, receiving, and disseminating information. Monitor, disseminator, and spokesperson Decisional roles – entail making decisions or choices. Entrepreneur, disturbance handler, resource allocator, and negotiator.

Mintzberg proposed that their activities included both reflection and action Managing is about influencing action. 1. by managing actions directly 2. by managing people who take action 3. by managing information that propels people to take action
The manager has two roles: framing and scheduling

Managers need three critical skills in managing: technical, human and conceptual Technical skills – the job specific knowledge and techniques needed to proficiently perform work tasks. Employees with excellent technical skills get promoted to first line managers. Human skills – because all managers deal with people, these skills are equally important to all levels of management. Conceptual skills – are the skills managers use to think and to conceptualize about abstract and complex situations. These skills are most important to top managers.

Changes in Manager’s Job – changing technology, increased emphasis on organizational and managerial ethics, increased competitiveness, and changing security threats. The increasing importance of customers, innovation, and sustainability

About 77 percent of the U.S. labor force is employed in service industries.
Managers are recognizing that delivering consistent high quality customer service is essential for survival and success in today’s competitive environment and that employees are an important part of the equation.

Innovation means doing things differently, exploring new territory, and taking risks.

Sustainability – has been defined as a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

The Universality of Management