First-line Managers- Individuals who manage the work of non-managerialemployees
Middle Managers- Individuals who manage the work of first-line managers.
Top Managers- Individuals who are responsible for making organization-wide decisions and establishing plans and goalsthat affect the entire organization
Management- involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Efficiency- “Doing things right”
-Getting the most output for the least inputs.
Effectiveness- “Doing the right things”
-Attaining organizational goals.
Three Approaches to DefiningWhat Managers Do:
Functions Manager’s Perform
Planning- Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Organizing- Arranging andstructuring work to accomplish organizational goals.
Leading- Working with and through people to accomplish goals
Controlling- Monitoring, comparing, and correcting work.
Roles Manager’s Play
Roles- arespecific actions or behaviors expected of a manager.
-Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.
Interpersonal roles-involves peoples
-Figurehead, leader, liaison
Informational roles- involves collecting, receiving, and disseminating information
-Monitor, disseminator, spokesperson
Decisional roles- entailmaking decisions or choices
-Entrepreneur, disturbance handler, resource allocator, negotiator
Skills Managers Need
Technical skills- Knowledge and proficiency in a specific field
Human skills- Theability to work well with other people
Conceptual skills- The ability to think and conceptualize about abstract and complex situations concerning the organization
How the Manager’s Job Is Changing?