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Unformatted text preview: Allyson Koteski 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. This book is about the important managerial work that Allyson and the millions of other managers like her do. The reality facing today’s managers is that the world has changed. In workplaces of all types—offices, restaurants, retail stores, factories, and the like—managers must deal with new ways of organizing work. In this chapter, we introduce you to managers and management by looking at who managers are, what they do, and what an organization is. Finally, we wrap up the chapter by discussing why it’s important to study management. OUTCOME 1.1 WHO ARE MANAGERS? Managers may not be who or what you might expect. They’re under age 18 to over age 80. They run large corporations as well as entrepreneurial start-ups. They’re found in government departments, hospitals, small businesses, not-for-profit agencies, museums, schools, and even such nontraditional organizations as political campaigns and consumer cooperatives. Managers can also be found doing managerial work in every country around the globe. In addition, some managers are top-level managers, while others are first-line managers. And today, managers are just as likely to be women as they are men, although the number of women who are top-level managers remains low (see Exhibit 1–1). There were only 12 female CEOs running major corporations in the United States in 2007. 2 But no matter where managers are found or what gender they are, the fact is that managers have exciting and challenging jobs. And organizations need managers more than ever in these uncertain, complex, and chaotic times. Managers do matter! How do we know that? The Gallup Organization, which has polled millions of employees and tens of thousands of managers, has found that the single most important variable in employee productivity and loyalty isn’t pay or benefits or workplace environment; it’s the quality of the relationship between employees and their direct supervisors. In addition, global consulting firm Watson Wyatt Worldwide found that the way a company manages its people can significantly affect its financial performance. We can conclude from such reports that managers do matter! I t used to be fairly simple to define who managers were: They were the organizational members who told others what to do and how to do it. I t was easy to differenti ate managers from nonmanagerial employees. But it isn’t quite so simple anymore. In many organizations, the changing nature of work has blurred the distinction between managers and nonmanagerial employees. Many nonmanagerial Chapter 1 1 jobs now include managerial activities. For example, at General Cable Corporation’s facility in Moose Jaw, Saskatchewan, Canada, managerial responsibilities are shared by managers and team members. Most of the employees at Moose Jaw are shared by managers and team members....
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This note was uploaded on 01/23/2011 for the course BADM 331 taught by Professor Franq during the Spring '10 term at N.C. State.
- Spring '10