Professional Documents
Culture Documents
Chapter
Introduction to
Management
1 and
Organizations
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–1
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important
to management.
Establish
strategies and
have an
Regions and impact
First line
support
Production
support
• Interpersonal Roles
• Figurehead (Routine duties, legal or social)
• Leader (Motivate, staffing, training)
• Liaison (self developed network inside/outside)
• Informational Roles
• Monitor (Reading periodicals and internal external information)
• Disseminator (Transmit to internal bodies)
• Spokesperson (Transmit to external , plans, policies and actions)
• Decisional Roles
• Entrepreneur (improvements and change management)
• Disturbance handler (corrective actions)
• Resource allocator (allocation, making or approval of decisions)
• Negotiator (representing organization at major negotiator)
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–16
What Managers Do?
• Management Roles
(Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Entrepreneur, disturbance
handler, resource allocator,
negotiator
Conceptual skills
The ability to think and conceptualize about abstract and
complex situations concerning the organization.
Relations among subunits and about broader environment.