Lecture Note ch1

CHAPTER ONE
MANAGERS AND MANAGING
Slide 1
Hello everyone, sorry that I couldn’t join the class last week due to my illness. Today I will
start with an overview of chapter 1, I believe Dr. Natasha, and Dr. Lora went over the syllabus
already.
So, This chapter examines what managers do, the different kinds of managers, and the skills and
abilities they must develop to manage their organizations successfully over time. We will
highlight the various functions and roles of managers, as well as the impact of information
technology (IT) upon the manager’s ability to fulfill them. The chapter closes with a discussion
of the management challenges created by today’s global environment, such as building a
competitive advantage, maintaining ethical and socially responsible standards, managing
workforce diversity, and utilizing IT and e-commerce, and global crisis management.
By the end of this chapter, we will be able to :
1. Describe what management is, why management is important, what managers do, and
how managers utilize organizational resources efficiently and effectively to achieve
organizational goals.
2. We will be able to Distinguish among planning, organizing, leading, and controlling
(the four main management functions) and explain how managers’ ability to handle each
one can affect organizational performance.
3. we will be able to Differentiate among three levels of management and understand the
responsibilities of managers at different levels in the organizational hierarchy.
4. And Identify the roles managers perform, the skills they need to execute those roles
effectively,
Slide 2
I. Who can answer this question?

II. WHAT IS MANAGEMENT?
Management in definition is the process of dealing with or controlling things or people.
Think of a manager? A manager may work for a large corporation, a local retailer, or a fast food
restaurant. What they have in common is all of them responsible for supervising the use of
their organization’s human and other resources.
• Why study management : to help people learn how to deal with their boss and
co-workers in proffional way.
Slide 3,4,5 read
Jones, Contemporary Management, Fifth Edition 1

CHAPTER ONE
Slide 9
III. ESSENTIAL MANAGERIAL TASKS
Management helps make the best use of resources by performing four essential managerial
functions: planning leading organizing, and controlling. Henri Fayol, a French manager, first
outlined these managerial activities around the turn of the twentieth century.
A. Planning is the process of choosing appropriate goals and actions for the organization. It
involves three steps: deciding which goals the organization will pursue, deciding what
courses of action to adopt to attain those goals, and deciding how to allocate
organizational resources to attain those goals.
1. The outcome of the process is the organization’s strategy, a cluster of decisions

concerning what goals to pursue, what actions to take, and how to use resources to
achieve goals.
2. Planning is complex and difficult because of the level of uncertainty and the risk
involved.
B. Organizing is the process of establishing a structure of working relationships that allow

organizational members to interact and cooperate to achieve organizational goals. The
outcome of the process is an organizational structure.
C. Leading involves articulating a vision and energizing employees so that they are eager to
play a part in achieving organizational goals. Leadership involves the use of power,
influence, vision, persuasion, and effective communication skills.
D. Controlling is the process of evaluating how well an organization is achieving its goals
and taking corrective action to maintain or improve performance, if needed.
1. Managers monitor the performance of individuals, departments, and the organization

as a whole to see whether they are meeting desired performance standards. If
standards are not being met, managers take action to improve performance.
2. The outcome of the control process is the ability to measure performance accurately
and regulate organizational efficiency and effectiveness.
3. The controlling function also allows managers to evaluate how well they are
performing the functions of planning, organizing, and leading.

CHAPTER ONE
Slide 14
IV. LEVELS AND SKILLS OF MANAGERS
A. Organizations employ three levels of managers: first-line managers, middle managers,

and top managers. They are arranged in a hierarchy of authority, and each has different,
but related, responsibilities. These three types of managers are grouped into departments
(or functions). A department is a group of people who work together and possess similar
skills or se the same kind of knowledge, tools, or techniques to perform their jobs.
1. First-line managers are responsible for the daily supervision of non-managerial

employees.
2. Middle managers supervise first-line managers. They also work with first line
managers to identify new ways of reaching organizational goals. Very often, the
suggestions that they make to top management can dramatically increase organizational
performance.
3. Top managers are responsible for the performance of all departments and therefore
have a cross-departmental responsibility. Because top management is ultimately
responsible for the success or failure of the organization, persons inside and outside of
the organization closely scrutinize their performance.
a. It is the CEO’s (chief executive officer) responsibility to build a top-

management team that functions smoothly.
b. The term COO (chief operating officer) is often used to refer to the top
manager who is being groomed to take over when the current CEO leaves the
company or retires.
Slide 15
4. The relative importance of planning, organizing, leading and controlling varies
according to managerial level. Top managers devote most of their time to planning and
organizing, while lower level managers devote more time to leading and controlling.

CHAPTER ONE
Slide 16
B. Managerial Skills
1. Research has shown that education and experience help managers acquire three
managerial skills that let them perform their jobs effectively: conceptual, human, and
technical.
2. Conceptual skills include the ability to analyze a situation and distinguish between
cause and effect. Top managers require the strongest conceptual skills because their
primary responsibilities are planning and organizing. Conceptual skills are often gained
through formal education.
3. Human skills include the ability to understand, alter, lead, and control the behavior of
people and groups. The ability to communicate, to coordinate and motivate people, is the
principal difference between effective and ineffective managers.
4. Technical skills are job-specific knowledge and techniques. The specific kinds of
technical skills depend up on the manager’s position in the organization.
5. The term competencies is often used to refer to the specific set of skills, abilities, and
experiences that gives one manager the ability to perform at a higher level than another.
6. Effective managers need all three skills; the absence of even one can lead to failure.
Developing new and improved skills through education and training has become a major
priority for both aspiring managers and their organizations. Promotion is often tied
closely to a manager’s ability to acquire the competencies that a particular company
believes are important.
Slide 17
For the rest of the time I will let you read the article and discuss it afterword.

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CHAPTER ONE

MANAGERS AND MANAGING

By the end of this chapter, we will be able to :

I. Who can answer this question?

Jones, Contemporary Management, Fifth Edition 1

1. The outcome of the process is the organization’s strategy, a cluster of decisions

B. Organizing is the process of establishing a structure of working relationships that allow

1. Managers monitor the performance of individuals, departments, and the organization

Jones, Contemporary Management, Fifth Edition 2

IV. LEVELS AND SKILLS OF MANAGERS

A. Organizations employ three levels of managers: first-line managers, middle managers,

1. First-line managers are responsible for the daily supervision of non-managerial

a. It is the CEO’s (chief executive officer) responsibility to build a top-

Jones, Contemporary Management, Fifth Edition 3

Jones, Contemporary Management, Fifth Edition 4

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