Chapter 1 Management 361 Organization – a deliberate arrangement of people brought together to accom-plish a specific purpose.Three Characteristics of an organization: 1. Goals 2. People 3. Structure 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.Top Managers – individuals who are responsible for making decisions about the di-rection of the organization and establishing policies that affect all organizational members. Middle managers – individuals who are typically responsible for translating goals set by managers into specific detail that lower level managers will see get done. First line managers- supervisors responsible for directing the day to day activitiesof non- managerial employees. Management Levels: 1. Top managers 2. Middle managers 3. First line managers 4. Non – managerial employees Management – The process of getting things done effectively and efficiently through and with other people. Efficiency – means doing the task correctly. Getting the most output for the least amount of inputs. Effectiveness – doing the right things or completing activities so that the organiza-tional goals are attained · Concerned with the resultsScientific management – the use of scientific method to define the one best way for the job to be done.Means efficiencyDecrease: Resource usage, low waste Ends effectiveness: Increase: Goal attainment Four Management Functions: 1. Planning- includes a. Defining goals b. Establishing strategy c. Developing plans 2. Organizing – a. Determining what task are to be done with and by whomb. How tasks are grouped c. Who reports to whom d. Where decisions are to be made 3. Leading – a. Motivating employees b. Directing the activities of others c. Selecting most effective communications channel d. Resolving conflict 4. Controlling – a. Monitoring b. Comparing c. Correcting work performanceROLES:Managerial Roles – specific categories of manager’s behaviors grouped under 1. Interpersonal relationships 2. Transfer of information 3. Decision making Interpersonal roles – involves people, ceremonial and symbolic in nature Informational roles – involves collecting, receiving, and disseminating informationDecisional roles – entail making decisions or choices Interpersonal rolesa. Figureheadb. Leaderc. LiaisonInformational roles: a. Monitorb. Disseminatorc. SpokespersonDecisional roles a. Entrepreneur b. Disturbance handler c. Resource allocator d. Negotiator Conceptual skills – a manager’s ability to analyze and diagnose complex situa-tionsInterpersonal skills- a manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups. Technical skills – Job specific knowledgeable and techniques needed to perform work tasks.Political skills- a manager’s ability to build a power base and establish the right connections. Small business – An independent business having fewer than 500 employees and which doesn’t necessarily engage in any new or innovative practices and which have relatively little impact on its industry. Break down of P .L. O.C in organizational levels First-level managers P- 15 %, L- 51%, O- 24%, C – 10% Middle ManagersP-18%, L – 36%, O- 33%, C- 13% Top Managers P- 28% , L- 22, O- 36%, C- 14% What can Students of management learn from other courses? Anthropology, economics, philosophy, political science, psychology, sociologyReview Chapter Summary: Tell who managers are and where they work Managers are individuals who work in an organization directing and overseeing the activities of other people. Managers are usually classified as top, middle, or first line. Organizations which are where managers work have three characteristics: goals, people, and a deliberate structure. Define management Management is the process of getting things done, effectively and efficiently, with and through other people. Describe what managers doWhat managers do can be described using three approaches: functions, roles, and skills. The functions approach says that managers perform four functions: planning, organizing, leading, and controlling. Mintzberg’s roles approach says that what managers do is based on the 10 roles they use at work, which are grouped around interpersonal relationships, the transfer of information and decision making. The skills approach looks at what managers do in terms of the skills they need and use. These four critical skills are conceptual, interpersonal, technical, and political. All managers plan, organize, lead and control although how they do these and how much they do these may vary according to level in the organization, whether the or-ganization is profit or not for profit, the size of the organization and the geographic location of the organization.Explain why it’s important to study management. One reason why it’s important to study management is that all of us interact with organizations daily sow e have a vested interest in seeing that organizations are well managed. Another reason is the reality that in your career you will either man-age or be managed. By studying management you can gain insights into the way your boss and fellow employees behave and how organizations function.Describe the factors that are reshaping and redefining management. In todays world managers are dealing with changing workplaces, ethical and trust issues, global economic uncertainties and changing technology. Two areas of criticalimportance to managers are delivering high – quality customer service and encour-aging innovative efforts. Difference between Mangers and Leaders Managers LeadersAdminister InnovatesA copy Original Maintains Develops Controls Inspires Short range view Long range How/ when What/whyBottom line HorizonChapter 2 Management 361Beginning story: Extreme customer service · Cash is king · Used $10 as a bribe for housekeepers to keep rooms in amazing order· Occupancy in travel decreased in 2008 by 3%· Customer service is key · Hilton Hotel Corp. is using intranet How has the economy changed? Talks about the 2008 Recession What will the “New” Normal be like? US economic system based off capitalistic principles.1. Trade 2. Industry *controlled privately rather than by government. Modern capitalism has had a significant impact.“Called most productive economic engine