CHAPTER 1:

MANAGERS AND MANAGEMENT

Organization

A systematic arrangement of people brought

together to accomplish some specific purpose;
applies to all organizations – for – profit as well as
not – for – profit organizations.

This is where manager work.

Common characteristics of organizations
Organizational levels
 FIRST LINE MANAGERS:
Supervisors responsible for directing the day to day activities of operative
employees.
 MIDDLE MANAGERS:
Individuals at levels of management between the first line manager and top
management.
Top Managers

Individuals who are responsible

for making decisions about
direction of the organization
and establishing policies that
affect all organizational
members.
 TEAM LEADER:
Manage activities of a work team
Manager vs operative
 Operatives/ Non-managerial employees:
People who work directly on a job or task and have no responsibility for overseeing the
work of others.
 Managers:
>>Individuals in an organization who
direct the activities of others.
>>May have work duties not related to
overseeing others
 WHAT IS MANAGEMENT?
The process of getting things done, effectively and efficiently, through and with other
people.
 EFFICIENCY:
Doing the thing correctly.
 EFFECTIVENESS:
Doing the right thing.
MANAGEMENT PROCESS ACTIVITIES
 PLANNING:
Defining goals, establishing strategy and developing sub plans to coordinate activities.
 ORGANIZING:
Determining what needs to be done, how it will be done and who is it to do it.
 LEADING:
Directing and motivating all involved parties and resolving conflicts.
 CONTROLLING:
Monitoring activities to ensure that they are accomplished as planned.
Mintzberg managerial roles
Interpersonal category
 FIGUREHEAD:
As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of
inspiration. People look up to you as a person with authority, and as a figurehead.
 LEADER:
This is where you provide leadership for your team, your department or perhaps your entire organization;
and it's where you manage the performance and responsibilities of everyone in the group.
 LIAISON:
Managers must communicate with internal and external contacts. You need to be able to network
effectively on behalf of your organization.
Informational category
 MONITOR:
In this role, you regularly seek out information related to your organization and industry, looking for relevant
changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.
 DISSEMINATOR:
This is where you communicate potentially useful information to your colleagues and your team.
 SPOKESPERSON:
Managers represent and speak for their organization. In this role you're responsible for transmitting
information about your organization and its goals to the people outside it.
Decisional category
 ENTREPRENEUR:
As a manager, you create and control change within the organization. This means solving problems,
generating new ideas, and implementing them.
 DISTURBANCE HANDLER:
When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You
also need to help mediate disputes within it.
 RESOURCE ALLOCATOR:
You'll also need to determine where organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.
 NEGOTIATOR:
You may be needed to take part in, and direct, important negotiations within your team, department, or
organization.
Management skills
 CONCEPTUAL SKILLS:
A manager’s mental ability to coordinate all of the organization’s interests and activities.
 INTERPERSONAL SKILLS:
A manager’s ability to work with, understand, mentor and motivate others, both individually and in groups.
 TECHNICAL SKILLS:
A manager’s ability to use the tools, procedures and techniques of a specialized field.
 POLITICAL SKILLS:
A manager’s ability to build a power base and establish the right connections.