CHAPTER SUMMARY – CHAPTER 1

Who Are Managers?

✓ Explain how managers differ from non-managerial employees. ✓ Describe how to classify managers in organizations.

Managers coordinate and oversee the work of other people so that organizational goals can be accomplished. Non-managerial employees work directly on a job or task and have no one reporting to them. In traditionally-structured organizations, managers can be first-line, middle, or top. (See Exhibit 1-1.) In other more loosely configured organizations, the managers may not be as readily identifiable. But someone must fulfill that role of coordinating and overseeing the work of others.
What Is Management?

✓ Define management. ✓ Explain why efficiency and effectiveness are important to management.

Management involves coordinating and overseeing the efficient and effective completion of others’ work activities. Efficiency means doing things right; effectiveness means doing the right things. (See Exhibit 1-2.)
What Do Managers Do?

✓ Describe the four functions of management. ✓ Explain Mintzberg’s managerial roles. ✓ Describe Katz’s three managerial skills and how the importance of these skills changes depending on managerial level. ✓ Discuss the changes that are impacting manager’s jobs. ✓ Explain why customer service and innovation are important to the manager’s job.

According to the functions approach, managers plan, organize, lead, and control. (See Exhibit 1-3.) According to the roles approach, managers engage in specific categories of behavior as they play interpersonal roles, decisional roles, and decisional roles. (See Exhibit 1-4.) According to the skills approach, managers need technical, human, and conceptual skills to perform the duties and activities associated with being a manager. (See Exhibit 1-5.) However, because of changing technology