Understanding the

Managers Job
Introduction to
Management

Copyright 2005 Houghton Mifflin Company. All rights reserved. PowerPoint Presentation by Charlie Cook.

Chapter
Chapter Outline
Outline
Understanding the Managers Job
Introduction to Management
Kinds of Managers
Basic Management Functions
Fundamental Management Skills
The Science and Art of Management

Learning
Learning Objectives
Objectives
After studying this chapter, you should be
able to:
Define management
Describe the kinds of managers found
in organizations, and
Briefly explain the four basic
management functions.

What
What is
is Management?
Management?
A set of activities directed at an
organizations resources with the aim
of achieving organizational goals in an
efficient and effective manner

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14

Basic
Basic Purpose
Purpose of
of Management
Management

EFFICIENTLY
Using resources wisely and
in a cost-effective way
And

EFFECTIVELY
Making the right decisions and
successfully implementing them

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15

What
What is
is aa Manager?
Manager?
Someone whose primary responsibility is to
carry out the management process
Someone who plans and makes decisions,
organizes, leads, and controls
human, financial, physical,
and information resources

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16

Kinds
Kinds of
of Managers
Managers by
by Level
Level
Top Managers
The relatively small group of executives who
manage the organizations overall goals,
strategy and operating policies

Middle Managers
Largest group of managers in organizations
Implement top managements policies and plans
Supervise and coordinate lower-level managers
activities

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17

Kinds
Kinds of
of Managers
Managers by
by Level
Level
First-Line Managers
- Managers who supervise and coordinate the
activities of operating employees

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18

Figure
Figure 1.1
1.1
Kinds
Kinds of
of Managers
Managers by
by Level
Level and
and Area
Area

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19

Kinds
Kinds of
of Managers
Managers by
by Area
Area
Marketing Managers
Work in areas related to getting consumers and clients
to buy the organizations products or services.

Financial Managers
Deal primarily with an organizations financial
resources.

Operations Managers
Concerned with creating and managing the systems
that create organizations products and services.

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110

Kinds
Kinds of
of Managers
Managers by
by Area
Area
Human Resource Managers
Involved in human resource processes
Planning, recruiting and selection, training and
development, designing compensation and benefit
systems, formulating performance appraisal
systems.

Administrative Managers
Serve as generalists in functional areas and are not
associated with any particular management specialty.

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111

Kinds
Kinds of
of Managers
Managers by
by Area
Area
Other Kinds of Managers
Assigned as specialists in positions directly
related to the needs of the organization.

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112

The
The Management
Management Process
Process
Planning and Decision Making
Setting an organizations goals and selecting a course
of action from a set of alternatives to achieve them.

Organizing
Determining how activities and resources are grouped.

Leading
Getting organizational members to work together to
advance the interests of the organization.

Controlling
Monitoring organizational progress towards goals.
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113

Figure
Figure 1.2
1.2
The
The Management
Management Process
Process

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114

Skills
Skills and
and the
the
Manager
Manager

Technical Skills
Interpersonal Skills

Fundamental
Fundamental
Management
Management
Skills
Skills

Conceptual Skills
Diagnostic Skills
Communication Skills
Decision-Making Skills
Time-Management Skills

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115

Fundamental
Fundamental Management
Management Skills
Skills
Technical
Skills necessary to accomplish or understand the
specific kind of work being done in an
organization.

Interpersonal
The ability to communicate with, understand, and
motivate both individuals and groups.

Conceptual
The managers ability to think in the abstract.

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116

Fundamental
Fundamental Management
Management Skills
Skills
Diagnostic
The managers ability to visualize the most
appropriate response to a situation.

Communication
The managers abilities both to convey ideas
and information effectively to others and to
receive ideas and information effectively from
others.

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117

Fundamental
Fundamental Management
Management Skills
Skills
Decision-Making
The managers ability to recognize and define
problems correctly and to select an appropriate
course of action to solve the problems and
capitalize on opportunities.

Time-Management
The managers ability to prioritize work, to work
efficiently, and to delegate appropriately.

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118

Management:
Management: Science
Science or
or Art?
Art?
The Science of Management
Assumes that problems can be
approached using rational, logical,
objective, and systematic ways.
Requires technical, diagnostic, and
decision-making skills and techniques
to solve problems.

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119

Management:
Management: Science
Science or
or Art?
Art?
The Art of Management
Decisions are made and problems
solved using a blend of intuition,
experience, instinct and personal
insights.
Requires conceptual, communication,
interpersonal, and time management
skills to accomplish the tasks associated
with managerial activities.
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120

References
References
Griffin, Fundamentals of Management
Fourth Edition, Houghton Mifflin Company,
2005
Massie, Joseph L., Esssentials of
Management, Prentice Hall, 1997

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121

DISCUSSANT:
DISCUSSANT:

MIGUEL
MIGUEL DOMINIQUE
DOMINIQUE A.
A. MARTINEZ
MARTINEZ
MASTER
MASTEROF
OFARTS
ARTSIN
INEDUCATIONAL
EDUCATIONALLEADERSHIP
LEADERSHIPAND
AND
MANAGEMENT
MANAGEMENT(MAELM)
(MAELM)SUMMER
SUMMER2012
2012

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122