CHAPTER 1 Managers, Management, and

Productivity

Leader Vs. Manager

G:\Leadership Empowerment - YouTube.mht

What do Managers NOT do?

THEY DO NOT MAN THE ASSEMBLY LINE

THEY DO NOT STAFF THE SERVICE CENTRE

HOWEVER....

THEY ARE BUSY 60-70 HOURS PER WEEK (INCLUDING WEEKENDS AND

HOLIDAYS)

Why is that?!?!

Lets brainstorm!

What do managers do? MAKE DECISIONS, SOLVE PROBLEMS LEAD, DIRECT, SET GOALS LIASE, CONFERENCE, CO-ORDINATE DELEGATE, REPORT AND COMMUNICATE

NOTHING THAT OBVIOUSLY CONTRIBUTES TO PRODUCT OR SERVICE

BUT...

SOMEHOW, BY THEIR ACTIONS AND “PRESENCE”, THEY...

 ADD VALUE..

 TO THE ORGANIZATION

Definitions

Managers: A person who is responsible for the work of

others Examples—CEO, supervisor, plant manager Must co-ordinate human resources with

material resources (information, raw materials) to produce goods and services

A manager’s responsibility is to obtain the highest level of performance for the least amount of inputs

Definitions

Organizations: A collection of people working together to

achieve a common purpose Three characteristics:

Purpose—to create a good or service Division of labour—different tasks assigned to

different people Hierarchy of authority—a level-by level

management structure of increasing responsibility

Activity

Using the three characteristics, prove that the following are an organization:

1) McDonald’s 2) A soccer team 3) Your family

Managerial Levels

Managerial Levels

Upper Management Establishes organizational objectives Monitors external environment and

trends Examples: CEO, COO, CFO, Vice-

President of Marketing, VP of Human Resources

Management Levels

Middle Management Interpret direction from above Guide lower management Examples: Department Heads, Plant

Manager, Human Resource Director

Management Levels

Lower Management Manages operating employees Examples: Supervisor, Foreperson,

Assistant Manager

TYPES OF MANAGERS 

Line and Staff Managers

Line managers Their work directly contributes to production Examples: supervisors, CEO, plant

managers

Staff managers Work in specialized support areas such as

marketing, accounting, human resources, and the legal department

TYPES OF MANAGERS

Managers and Administrators

Managers Work in for profit organizations Administrators Work in non-profit organizations Examples: CAO, Principal, Hospital

Administrator

TYPES OF MANAGERS

Functional and General

Functional Responsible for a single area—

accounting, engineering, marketing, human resources

General Responsible for complex areas—

department store manager

Activity

Complete the chart!

Managerial Roles

Interpersonal Roles Interacting with other people Figurehead Leader Liaison

 Informational Roles Exchanging and processing data Monitor Disseminator Spokesperson

Managerial Roles

Decisional Roles Using information to make decisions Entrepreneur Disturbance handler Resource allocator Negotiator

MANAGERIAL SKILLS

Technical Skills Specialized skills such as engineering,

accounting, marketing, information technology

Most important in lower management

Human Skills An ability to interact with people Important at all management level 

Conceptual Skills Ability to think critically and analytically Solve problems Most important in upper management

MANAGERIAL SKILLS

MANAGERIAL FUNCTIONS 

 1) Planning The process of setting goals and

determining how those goals will be met

2) Organizing The process of arranging people, tasks,

responsibilities, and resources.

3) Leading The process of inspiring and motivating

people to excellence.

4) Controlling The process of monitoring achievement

and taking corrective action

MANAGERIAL FUNCTIONS 

Profit and Productivity 

Profit = Revenues – Expenses ProductivityMeasure of the work completed in relation to the inputs- Look at sheet for example