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1 - PART ONE C H A P T E R O N E Introduction to Management...

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PART ONE C H A P T E R O N E Introduction to  Management  and Organizations 1 Chapter Outline Introduction Who Are Managers? What Is Management? What Do Managers Do? Management Functions and Processes Management Roles Interpersonal Roles Informational Roles Decisional Roles Management Skills Technical Skills Human Skills Conceptual Skills How the Manager’s Job is Changing What Is an Organization? Why Study Management? The Universality of Management The Reality of Work Rewards and Challenges of Being a  Manager T he concepts of organizations, managers, and management are explored in this chapter. Every organization, regardless of size, type, or location, needs managers who have a variety of charac- teristics. Managers may come from any nationality or be of either gender. Tom Gegax, founder and CEO of Tires Plus, is a good example of what today’s successful managers are like and the skills they must have in dealing with the problems and challenges of managing in the twenty-first century. His simple management philosophy captures the essence of managing in the 21 st century : “Take care of yourself and treat others fairly. It makes better people who do good things. Better people translate into better business.” Tom’s management philosophy stems from personal challenges that have forced him to put balance in his personal and work life. This philosophy is transferred to the workplace. The new philosophy has resulted in many changes at the company and will contribute to the successful accomplishment of the company’s goals including national expansion and doubling the size of the firm. This chapter describes the work that Gegax and other managers at all levels and in all functional areas of an organization perform. 1
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Many PowerPoint Slides, including both original text art and newly created images, have been developed and are available for you to coordinate with Chapter 1 materials presentation. ANNOTATED OUTLINE 1. INTRODUCTION. The concept of management and managers is introduced in this chapter. Five questions are addressed: A. Who are managers? B. What is management? C. What do managers do? D. What is an organization, and how is the concept of an organization changing? E. Why study management? 2. WHO ARE MANAGERS? A. The changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees. Many workers’ jobs now include managerial activities. Definitions used in the past no longer work. Q & A 1.1   If   many   traditional   workers   jobs   now   include   managerial   activities,   why   are  managers needed in organizations? B. How do we define a manager? A manager is an organizational member who works with and through other people by coordinating their work activities in order to accomplish organizational goals. However, keep in mind that managers may have other work duties not related to integrating the work of others.
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