© 2010 South-Western, Cengage Learning, Inc. All rights reserved.© 2010 South-Western, Cengage Learning, Inc. All rights reserved.

PowerPoint Presentation by Charlie CookThe University of West Alabama

PowerPoint Presentation by Charlie CookThe University of West AlabamaStudent VersionStudent Version

© 2010 South-Western, Cengage Learning, Inc. All rights reserved. 1–2

What Is an Organization?What Is an Organization?

• A group of people working together A group of people working together in a structured and coordinated in a structured and coordinated fashion to achieve a set of goals.fashion to achieve a set of goals.

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Organizational ResourcesOrganizational Resources

Physical Resources

Human Resources

Information Resources

Financial Resources

OrganizationalResources

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The Basic Purpose of ManagementThe Basic Purpose of Management

EFFICIENTLYEFFICIENTLYUsing resources wisely and in Using resources wisely and in

a cost-effective waya cost-effective way

EFFECTIVELYEFFECTIVELYMaking the right decisions andMaking the right decisions and

successfully implementing themsuccessfully implementing them

AndAnd

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What is a Manager?What is a Manager?

• Someone whose primary responsibility is to Someone whose primary responsibility is to carry out the management process.carry out the management process. Plans and makes decisions, organizes, leads, and Plans and makes decisions, organizes, leads, and

controls human, financial, physical, and information controls human, financial, physical, and information resources.resources.

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Kinds of Managers by LevelKinds of Managers by Level

• Top ManagersTop Managers are the small group of executives who manage the are the small group of executives who manage the

overall organization. They create the organization’s overall organization. They create the organization’s goals, overall strategy, and operating policies.goals, overall strategy, and operating policies.

• Middle ManagersMiddle Managers are primarily responsible for implementing the policies are primarily responsible for implementing the policies

and plans of top managers. They also supervise and and plans of top managers. They also supervise and coordinate the activities of lower level managers.coordinate the activities of lower level managers.

• First-Line ManagersFirst-Line Managers supervise and coordinate the activities of operating supervise and coordinate the activities of operating

employees.employees.

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Kinds of Managers by AreaKinds of Managers by Area

Human ResourcesManagers

AdministrativeManagers

SpecialistManagers

Kinds of Managersby Area

MarketingManagers

FinancialManagers

OperationsManagers

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Lights, Roll Camera, Manage !!!Lights, Roll Camera, Manage !!!

InterpersonalRoles

InformationalRoles

Managerial Roles

DecisionalRoles

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What Skills Do Managers Need?What Skills Do Managers Need?

Technical

Conceptual

Communication

Time Management

DecisionMaking

Diagnostic

Interpersonal

FundamentalManagement

Skills

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Management: Science or Art?Management: Science or Art?

• The Science of ManagementThe Science of Management Assumes that problems can be approached using rational, Assumes that problems can be approached using rational,

logical, objective, and systematic ways.logical, objective, and systematic ways.

Requires the use of technical, diagnostic, and decision-making Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems.skills and techniques to solve problems.

• The Art of Management The Art of Management Making decisions and solving problems using a blend of Making decisions and solving problems using a blend of

intuition, experience, instinct, and personal insights.intuition, experience, instinct, and personal insights.

Using conceptual, communication, interpersonal, and time-Using conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with management skills to accomplish the tasks associated with managerial activities.managerial activities.

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Managing in OrganizationsManaging in Organizations

• For-Profit OrganizationsFor-Profit Organizations Large businessesLarge businesses

Industrial firms, commercial banks, insurance firms, retailers, Industrial firms, commercial banks, insurance firms, retailers, transportation firms, utilities, communication firms, service transportation firms, utilities, communication firms, service organizationsorganizations

Small businesses and start-up businessesSmall businesses and start-up businesses International managementInternational management

• Not-for-Profit OrganizationsNot-for-Profit Organizations Governmental organizations—local, state, and federal Governmental organizations—local, state, and federal Educational organizations—public and private schools, colleges, Educational organizations—public and private schools, colleges,

and universitiesand universities Healthcare facilities—public hospitals and HMOsHealthcare facilities—public hospitals and HMOs Nontraditional settings—community, social, spiritual groups Nontraditional settings—community, social, spiritual groups

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Key TermsKey Terms

• organizationorganization• managementmanagement• effectiveeffective• efficientefficient• managermanager• decision makingdecision making• organizingorganizing• leadingleading• controllingcontrolling• levels of managementlevels of management• areas of managementareas of management

• interpersonal rolesinterpersonal roles• informational rolesinformational roles• decisional rolesdecisional roles• technical skillstechnical skills• interpersonal skillsinterpersonal skills• conceptual skillsconceptual skills• diagnostic skillsdiagnostic skills• communication skillscommunication skills• decision-making skillsdecision-making skills• time-management skillstime-management skills