•Management

Definitions and
Concepts
LEARNING OUTLINE
.
Who Are Managers?
Why Study Management?
What Is Management?
What Do Managers Do?
What Is An Organization?
 Who Are Managers?
• Manager is Someone who works
with and through other people by
coordinating and integrating their work
activities in order to accomplish
organizational goals not by himself but
through the workers.
• Management Roles approach
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Disturbance handler, resource allocator,
negotiator
 Why Study 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.
 What Is Management?

Traditionally: “Management" refers to the activities involved

in the four general functions :
1- Planning: Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities
2- Organizing: Arranging work to accomplish organizational goals
3- Leading: Working with and through people to accomplish goals
4- Controlling: Monitoring, comparing, and correcting the work.

Recently: Management is getting things done through

others.
Management Functions
Effectiveness and Efficiency in Management

 Efficiency
“Doing things right”
– Getting the most output for the
least inputs

 Effectiveness
“Doing the right things”
– Attaining organizational goals

1–7
 Classifying Managers( managerial levels)
• Top Managers
Are responsible for making
organization-wide decisions and
establishing plans and goals that
affect the entire organization.
• Middle Managers
Manage the work of first-line
managers.
• First-line Managers
Are at the lowest level of
management and manage the work
of non-managerial employees.
Skills Needed at Different Management Levels
Technical skills
Knowledge and proficiency in a specific
field
 Human skills or (Communication skills)
The ability to work well with other people
•Ability to transform ideas into words and
actions
•Credibility among colleagues and peers,
•Listening and asking questions
•Presentation skills; spoken format
•Presentation skills; written and/or graphic
formats
Conceptual skills
The ability to think and conceptualize
about abstract and complex situations
concerning the organization
 What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish some specific
purpose
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure
The Organization as an Open System
 Not-for-profit organizations
1- Leading the managers toward earning money
for the company, while managers in not-for-profit
direct their efforts toward generating some kind of
social or environmental impact.

2- Financial resources for not-for-profit typically

come from government appropriations, grants
and donations rather than from the sale of
product or services to customers
 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
 Innovation is important not only in the high tech firms but in all
kinds of the organizations.
 Managers should encourage employees to be aware of and
act on opportunities for innovation.
The Changing Organization
Managing Crises And Unexpected Events

 Stay Calm
 Be Visible
 Put People before business
 Tell the truth
 Know when to get back to business
TRUE/FALSE QUESTIONS
1.Supervisors and foremen may both be considered first-line managers.

2. Effectiveness refers to the relationship between inputs and outputs.

3. Whereas effectiveness is concerned with the means of getting things done,

efficiency is concerned with the ends, or the attainment of organizational goals.

4. The goal of efficiency is to minimize resource costs.

5. Only first-line managers and employees need to be concerned with being

customer-responsive.

6. Innovation is only important in high-tech firms.

7. A distinct purpose is important in defining an organization.

8. A non for profit organization cannot be considered an organization.

9.Technical skills become less important as a manager moves into higher levels of
management.
10. By using IT, managers can keep an eye on employees by maintaining a daily
authoritarian control over workers.
11. Managers get things done through the people of the organization.

12. Management is the art of getting things done through the manager himself.
13. Planning means defining goals for past organizational performance.

14. A lack of planning or poor planning can hurt an organization’s performance.

15. Leading is the use of influence, force employees to achieve the organizational
goals.
16. Providing leadership means discouraging other people to be and to do their
best for the organization.

17. Conceptual skills become less important as a manager moves into top
management.
18. Directing and motivating are part of the controlling function.

19. Effectiveness is the use of minimal resources, raw materials, money and
people to produce a desired volume of output.

20. Controlling means the assignment of tasks, the grouping of tasks into
departments and the assignment of authority and the allocation of all
resources across the organization.
 MCQ
1. The lowest level of management is ____.
a. a non managerial employee
b. a department of research manager
c. a vice president
d. a first-line manager

2.The distinction between a managerial position and a nonmanagerial position is...

a. planning the work of others

b. coordinating the work of others
c. controlling the work of others
d. organizing the work of others

3. Effectiveness is synonymous with _____.

a. cost minimization
b. resource control
c. goal attainment
d. efficiency

4. ` Efficiency refers to _______.

a. the relationship between inputs and outputs
b. the additive relationship between costs and benefits
c. the exponential nature of costs and outputs
d. increasing outputs regardless of cost
5. The management process functions consist of ______________.
a. planning, organizing, staffing, and directing
b. planning, organizing, leading, and directing
c. planning, organizing, leading, and staffing
d. planning, organizing, leading, and controlling

6. Whereas ______ is concerned with the means of getting things done…..

a. effectiveness; efficiency
b. efficiency; effectiveness
c. effectiveness; goal attainment
d. goal attainment; efficiency
7. Writing an organizational strategic plan is an example of the ______ management
function.
a. leading
b. coordinating
c. planning
d. organizing
8. Organizing includes _____________.
a. defining organizational goals
b. hiring organizational members
c. motivating organizational members
d. determining who does what tasks
9. The process of monitoring, comparing, and correcting is called ________.
a. controlling
b. coordinating
c. leading
d. organizing
10. Mentoring is primarily associated with the management function of…….
a. planning
b. organizing
c. leading
d. controlling
11. The ____ role is more important for lower-level managers than it is for either
middle- or top-level managers.
a. leader
b. entrepreneur
c. spokesperson
d. disseminator
12. All of the following are managerial roles that are more important at the higher
levels of the organization except …….
a. leader
b. disseminator
c. figurehead
d. negotiator
13. Managers often ________.
a. go by the rules established by the organization and are not allowed to make
their own decisions
b. change their career path during their work life
c. have an opportunity to think creatively and use their imagination
d. have to depend on their employees for guidance in dealing with a superior
14. We have a vested interest in improving the way organizations are managed
because ______.
a. we want the organization to be functioning when our education is completed
b. we interact with organizations every single day of our lives
c. if organizations don’t improve we won’t have a place to work in the future
d. organizations supply inputs to other organizations

15. A deliberate arrangement of people to accomplish some specific purpose is

a. a structure.
b. a process.
c. an organization.
d. an assembly operation
16. An organization is ______________.
a. the physical location where people work
b. a collection of individuals working for the same company
c. a deliberate arrangement of people to accomplish some specific purpose
d. a group of individuals focused on profit-making for their shareholders

17. The ability to work well with other people, both individually and in a group,
use _______.
a. technical skills
b. behavioral skills
c. planning skills
d. human skills
18. Technical skills include ______.
a. knowledge of and efficiency in a certain specialized field
b. knowledge of and proficiency in a certain specialized field
c. knowledge of and interest in a general field of endeavor
d. skill in and proficiency in a certain specialized field

19. Which of the following is true concerning technical and managerial skills?
a. Human skills and technical skills remain equally important as managers move
to higher levels.
b. Technical-skill needs remain necessary and human skills decrease as
managers move to higher levels.
c. Human skills remain necessary and technical-skill needs decrease as managers
move to higher levels.
d. Both human-skill and technical-skill needs decrease as managers move to
higher levels
20. A human resource manager attending a local Society for Human Resource
Management meeting would be functioning in which role?
a. informational
b. leader
c. liaison
d. disseminator
21. A manager’s success is typically _______________.
a.dependent on how hard the manager works
b.how closely the manager supervises the employees
c.based on how skilled the manager is at the technical elements of the
job
d.dependent on others’ work performance
22. Being a manager in today’s dynamic workplace…….
a. provides numerous rewards and rapid advancement
b. can be a tough and thankless job
c. offers few challenges, short workweeks, and high pay
d. provides clear work rules, permanent jobs, and flexible work hours
23. Organizations that are well managed ______.
a. choose the best suppliers for their products
b.compete on an international basis because they have the best products
c.always have the lowest-cost products
d. develop a loyal customer base, grow, and prosper
24. A difference between traditional organizations and new organizations
is that the new organizations will be more
a.stable
b.command oriented
c.rules oriented
 1–24

Second: Fill the spaces using the correct words

from the list :
1- List: Internet — control — operations —
constraints — authoritarian

New information technology is also helping managers

provide needed organizational ..…… without strict
top-down ……. .By using the …….. and other
information technology to co-ordinate and monitor
every aspect of …….., managers can keep tabs on
the employees and the company performance without
maintaining a daily ……… control over workers.

© 2007 Prentice Hall, Inc. All rights reserved.

 2- List: Performance- incentives- goals-
resources-defining
Planning means ……… goals for future organizational .........
and deciding on the………and use of resources needed to
attain them. To meet their goal, managers will invest significant
……… for training and …….. to motivate employees.

3- List: individuals — energize — motivate —

communicate - achieve
Leading is the use of influence to ……… employees and
to………..the organizational goals. Leading involves motivating
entire departments and divisions as well as those …………
working immediately with the manager. Some top managers
are able to ……….. their vision throughout the organization
and………. employees into action.