Managing and the

Manager’s Job
 Management
A set of activities directed
at an organization's
resources (human,
financial, physical and
information), with the aim
of achieving of
organizational goals in an
efficient and effective
manner
A manager is a person who
integrates the work of others.
Why do we need managers?
Basic management activities
(functions)
Planning and decision making
Organizing
Leading
Controlling
 Planning
– setting and organization’s goals
and directing how to best to
achieve them
 Decision making

- part of the planning that involves

selecting a course from a set of
alternatives
 Organizing-
grouping activities and resources
in a logical way
 Leading
- the set of processes to get
members of the organization to
work together to further the
interests of the organization
 Controlling
- monitoring and correcting
ongoing activities to facilitate goal
attainment.
 Kinds of Managers

Top managers
Middle managers
First line managers
 Areas of Management
Marketing Managers
Financial Managers
Operations Managers
Human Resource Managers
Administrative Managers
Other Kinds of Managers
 Managerial Roles
(Mintzgberg’s categories)
Interpersonal Roles
Informational Roles
Decisional Roles
 Interpersonal Roles
Figurehead
Leader
Liason
 Informational Roles
Monitor
Disseminator
Spokesperson
 Decisional Roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
 Managerial Skills
Conceptual Skills – ability to think in the
abstract and see the ’big picture
Interpersonal Skills – the ability to
communicate with, understand, and motivate
Technical Skills – skills necessary to
accomplish or understand tasks relevant to the
organization
Political Skills – ability to enhance one’s
position and establish the right
connections
 Management Competencies
Competency is a cluster of of related
knowledge, skills, and attitudes
related to effective managerial
performance

MCI – management charter initiative

 The Changing Manager
Old Manager New Manager
Operates in climate Thrives on chaos
of predictability
and stability
The boss The coach
Covets authority Empowers employees
Hoards info Shares info
Treat people as all Is sensitive to
the same differences
Oversees on-site Oversees on-site and
employees virtual employees
 Effective practice of
management
requires a synthesis of science and art,
a blend of rational objectivity and intuitive
insights.
Most managers attain their skills through
a combination of education and experience
 Managerial effectiveness
Efficiency refers to the relationship
between inputs and outputs
Effectiveness - accomplishing
organizational goals
 Organizational stakeholders
Stakeholders are groups within and
outside the organization that have an
interest in it.

Employees, customers, management,

board of directors, investors, competitors,
suppliers, government, special interest
groups
 Effectiveness Criteria
Financial measures
Productivity
Growth
Customer satisfaction
Quality
Flexibility
Employee growth and satisfaction
Social acceptance
The Ethical and Social Context
of Management
After studying this unit you
will be able to
Discuss the formation of individual ethics and
describe three areas of special ethical concern for
managers
Trace the development o f the concept of social
responsibility and specify to whom or what
organization might be considered responsible.
Describe some the activities organizations may
engage in to manage social responsibility
Ethics –
an individual’s personal belief
regarding what is right and wrong,
good or bad
Ethical behaviour –
behavior that conforms
to generally accepted social
norms
Individual Ethics is shaped by
Family influences
Peer influences
Life experiences
Personal values and morals
Situational factors
Managerial ethics –
are the standards that guide
individual managers in their work
The Domain of Managerial
Ethics
How the organization treats its
employees
How the organization treats its
employees
How the organization treats
economic agents
How the organization treats
its employees
Hiring and firing
Wages and working conditions
Privacy
How the organization treats
its employees
Conflicts of interest
Secrecy
Honesty and expense accounts
 How the organization treats
economic agents

Customers
Competitors
Stockholders
Suppliers
Dealers
Unions
 Code of Ethics
Confidentiality
Conflicts of interests
Accepting gifts
Supporting equal employees rights
Environmental issues
Product and workplace safety
Employee health screening
Stakeholder interests
Social Responsibility
Is the set of obligations organization has
to protect and enhance the societal
context in which it functions.
Areas of Social responsibility
Organizational Constituents
The Natural Environment
General Social Welfare
Organizational Constituents
Employees
Owners/Investors
Creditors
Customers
Suppliers
State/federal government
Foreign government
Local community
Interest groups
Colleges and universities
Trade associations
 Arguments For Social
Responsibility
Business creates problems and should
there for help solve them
Corporations are citizens in our society
Business often has the resources
necessary to solve problems
Business is a partner in our society,
along with the government and the
general populations
Arguments for and Against
Social Responsibility
The purpose of business is to generate
profits for owners
Involvement is social; programs gives
business too much power
There is potential for conflict s of
interests
Business lacks the expertise to manage
social programs
Organizational Approaches to
Social Responsibility
Social obstruction
Social obligation
Social response
Social contribution
 Managing Social
Responsibilities
Legal compliance
Ethical compliance
Philanthropic giving.