Lakhasly

o Chapter 1 o Managers and Management in Today's Workplace o Learning Outcomes o 1-1 Tell who managers are and where they work?Efficiency means doing a task correctly ("doing things right") and getting the most output from the least number of inputs. Because managers deal with scarce inputs--including resources such as people, money, and equipment--they're concerned with the efficient use of those resources. Effectiveness means "doing the right things" by doing those work tasks that help the organization reach its goals.(See Exhibit 1-3.) o Exhibit 1-3 Efficiency and Effectiveness

•   1-3 Describe what managers do
  

o Three approaches to describing what managers do: - (1) Functions Approach - (2) Management Roles Approach - (3) The skills and competencies Approches o .- INTERPERSONAL SKILLS: Working well with other people both individually and in groups by communicating, motivating, mentoring, delegating, etc.They manage entrepreneurial businesses, large corporations, government agencies, hospitals, museums, schools, and not-for-profit enterprises.o

Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment (achievement) of organizational goals.- TECHNICAL SKILLS: Job-specific knowledge, expertise, and techniques needed to perform work tasks - POLITICAL SKILLS: Building a power base and establishing the right connections to get needed resources for their groups.we'll divide organizational members into two categories : nonmanagerial employees and managers.o Managers, on the other hand, are individuals in an organization who direct and oversee the activities of other people in the organization so organizational goals can be accomplished.These individuals often manage other managers and maybe some nonmanagerial employees and are typically responsible for translating the goals set by top managers into specific details that lower-level managers will see get done.o First-line managers are those individuals responsible for directing the day-to-day activities of nonmanagerial employees and/or team leaders.o The first characteristic of an organization is that it has a distinct purpose, which is typically expressed as a goal or set of goals.o 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.o 1-6 Describe the key employability skills gained from studying management that are applicable to your future career, regardless of your major?This distinction doesn't mean, however, that managers don't ever work directly on tasks.Some managers do have work duties not directly related to overseeing the activities of others.o Team leaders are individuals who are responsible for leading and facilitating the activities of a work.o The functions approach says that managers perform four functions: planning, organizing, leading, and controlling.- CONCEPTUAL SKILLS: Analyzing and diagnosing complex situations to see how things fit together and to facilitate making good decisions.o 1-5 Describe the factors that are reshaping and redefining management?However, all managers share one common element: They work in an organizational setting.o The second characteristic is that people in an organization work to achieve those goals.By making decisions and engaging in work activities to make the desired goal(s) a reality.o The third characteristic is that an organization is structured in some way that defines and limits the behavior of its members.o Nonmanagerial employees are people who work directly on a job or task and have no responsibility for overseeing the work of others.These nonmanagerial employees may be called associates, team members, contributors, or even employee partners.That may mean coordinating the work of a departmental group, leading an entire organization, or supervising a single person.o Exhibit 1-2 Management Levels o Top managers are those at or near the top of an organization.They're usually responsible for making decisions about the direction of the organization and defining policies and values that affect all organizational members.o Middle managers are those managers found between the lowest and top levels of the organization.First-line managers are often called supervisors, shift managers, office managers, department managers, or unit coordinators.o What Titles Do Managers Have?How?.???

•         Chapter 1
•         Managers and Management in Today’s Workplace
•         Learning Outcomes
•         1-1 Tell who managers are and where they work?
•         1-2 Define management?
•         1-3 Describe what managers do?
•         1-4 Explain why it’s important to study management?
•         1-5 Describe the factors that are reshaping and redefining management?
•         1-6 Describe the key employability skills gained from studying management that are applicable to your future career, regardless of your major?
•         1-1 Tell who managers are and where they work?
•         There’s no prototype or standard criteria as to who can be a manager. Managers today can be under age 18 or over age 80. They may be women as well as men, and they can be found in all industries and in all countries. 
   They manage entrepreneurial businesses, large corporations, government agencies, hospitals, museums, schools, and not-for-profit enterprises.
•         Some hill top-level management jobs while others are supervisors or team leaders. However, all managers share one common element: They work in an organizational setting.
•         An organization is a deliberate collection of people brought together to accomplish some specific purpose.
•         

What are the Three Characteristics Do All Organizations Share?
•         The first characteristic of an organization is that it has a distinct purpose, which is typically expressed as a goal or set of goals.
•         The second characteristic is that people in an organization work to achieve those goals. How? By making decisions and engaging in work activities to make the desired goal(s) a reality.
•         The third characteristic is that an organization is structured in some way that defines and limits the behavior of its members.
•         
How Are Managers Different from Nonmanagerial Employees?
we’ll divide organizational members into two categories : nonmanagerial employees and managers.
•         Nonmanagerial employees are people who work directly on a job or task and have no responsibility for overseeing the work of others. These nonmanagerial employees may be called associates, team members, contributors, or even employee partners.
•         Managers, on the other hand, are individuals in an organization who direct and oversee the activities of other people in the organization so organizational goals can be accomplished. . A manager’s job isn’t about personal achievement—it’s about helping others do their work. That may mean coordinating the work of a departmental group, leading an entire organization, or supervising a single person.
This distinction doesn’t mean, however, that managers don’t ever work directly on tasks. Some managers do have work duties not directly related to overseeing the activities of others.
•         What Titles Do Managers Have?
•         Exhibit 1–2 Management Levels
•         Top managers are those at or near the top of an organization. They’re usually responsible for making decisions about the direction of the organization and defining policies and values that affect all organizational members.
•         ..
•         Middle managers are those managers found between the lowest and top levels of the organization. These individuals often manage other managers and maybe some nonmanagerial employees and are typically responsible for translating the goals set by top managers into specific details that lower-level managers will see get done. Middle managers may have such titles as department or agency head, project leader, unit chief, district manager, division manager, or store manager.
•         First-line managers are those individuals responsible for directing the day-to-day activities of nonmanagerial employees and/or team leaders. First-line managers are often called supervisors, shift managers, office managers, department managers, or unit coordinators.
•         Team leaders are individuals who are responsible for leading and facilitating the activities of a work.
•         1-2 Define management
•         Management is the process of getting things done, effectively and efficiently, with and through other people. مهم
                               Efficiency means doing a task correctly (“doing things right”) and getting the most output from the least number of inputs. Because managers deal with scarce inputs—including resources such as people, money, and equipment—they’re concerned with the efficient use of those resources. 
                               Effectiveness means “doing the right things” by doing those work tasks that help the organization reach its goals.
•         

Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment (achievement) of organizational goals. (See Exhibit 1–3.)
•         Exhibit 1–3 Efficiency and Effectiveness
–       1-3 Describe what managers do
•         Three approaches to describing what managers do:
                               - (1) Functions Approach
                               - (2) Management Roles Approach
                    - (3) The skills and competencies Approches
•         .
•         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 and competencies approach looks at what managers do in terms of the skills and competencies they need and use. Four critical management skills are conceptual, interpersonal, technical, and political.
               - CONCEPTUAL SKILLS: Analyzing and diagnosing complex situations to see how things fit together and to facilitate making good decisions.
               - INTERPERSONAL SKILLS: Working well with other people both individually and in groups by communicating, motivating, mentoring, delegating, etc.
               - TECHNICAL SKILLS: Job-specific knowledge, expertise, and techniques needed to perform work tasks
               - POLITICAL SKILLS: Building a power base and establishing the right connections to get needed resources for their groups.
•         ,
•         Is the Manager’s Job Universal? yes
All managers, regardless of level, make decisions.
They plan, organize, lead, and control, but the amount of time they spend on each activity is not necessarily constant.
In addition, “what” they plan, organize, lead, and control changes with the manager’s level. For example, top managers are concerned with designing the overall organization’s structure, whereas lower-level managers focus on designing the jobs of individuals and work groups.
•         
1-4 Explain why it’s important to study management?
•         One reason it’s important to study management is that taking a course in management will help you develop and improve your employability skills. These skills—which include critical thinking, communication, collaboration, knowledge application and analysis, and social responsibility—are essential to getting and keeping a job.
•         Another reason is the reality that in your career, you will either manage or be managed. By studying management, you can gain insights into the way your boss and fellow employees be have and how organizations function.
•         
1-5 Describe the factors that are reshaping and redefining management
•         In today’s world, managers are dealing with changing workplaces, a changing workforce, global economic and political uncertainties, and changing technology.
•         Four areas of critical importance to managers are:
   - delivering high-quality customer service,
               - encouraging innovative efforts,
   - using social media efficiently and effectively,
   - and recognizing how sustainability contributes to an organization’s effectiveness.
•         
1-6 Describe the key employability skills gained from studying management that are applicable to your future career, regardless
•         The key employability skills gained from studying management include critical thinking, communication, collaboration, knowledge application and analysis, and social responsibility.

• Critical thinking involves purposeful and goal-directed thinking used to define and solve problems and to make decisions or form judgments related to a particular situation or set of circumstances. It involves cognitive, metacognitive, and dispositional components that may be applied differently in specific contexts.
  -Communication is defined as effective use of oral, written, and nonverbal communication skills for multiple purposes (e.g., to inform, instruct, motivate, persuade, and share ideas); effective listening; using technology to communicate; and being able to evaluate the effectiveness of communication efforts—all within diverse contexts.
  •         .
                 - Collaboration is a skill in which individuals can actively work together on a task, constructing meaning and knowledge as a group through dialogue and negotiation that results in a final product reflective of their joint, interdependent actions.
                 - Knowledge application and analysis is defined as the ability to learn a concept and then apply that knowledge appropriately in another setting to achieve a higher level of understanding.
                 - Social responsibility includes skills related to both business ethics and corporate social responsibility. Business ethics includes sets of guiding principles that influence the way individuals and organizations behave within the society that they operate.
     These skills will help you be successful in a variety of business settings.