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CHAPTER SuMMARY

political. Additional managerial competencies include aspects
1-1 Tell who managers are and where they work. such as dependability, personal orientation, emotional control,
communication, and so forth. All managers plan, organize, lead,
Managers are individuals who work in an organization direct- and control although how they do these activities and how often
ing and overseeing the activities of other people. Managers they do them may vary according to level in the organization,
are usually classified as top, middle, first-line, or team leader. whether the organization is profit or not-for-profit, the size of the
Organizations, which are where managers work, have three organization, and the geographic location of the organization.
characteristics: goals, people, and a deliberate structure.
1-4 Explain why it’s important to study
1-2 Define management. management.

Management is the process of getting things done, effective-
ly and efficiently, with and through other people. Efficiency One reason it’s important to study management is that all of us
means doing a task correctly (“doing things right”) and getting interact with organizations daily so we have a vested interest in
the most output from the least amount of inputs. Effectiveness seeing that organizations are well managed. Another reason is
means “doing the right things” by doing those work tasks that the reality that in your career you will either manage or be man-
help the organization reach its goals. aged. By studying management you can gain insights into the
way your boss and fellow employees behave and how organiza-
tions function.
1-3 Describe what managers do.

1-5 Describe the factors that are reshaping
What managers do can be described using three approaches:
functions, roles, and skills/competencies. The functions ap- and redefining management.
proach says that managers perform four functions: planning,
organizing, leading, and controlling. Mintzberg’s roles approach In today’s world, managers are dealing with changing work-
says that what managers do is based on the 10 roles they use places, a changing workforce, global economic and political
at work, which are grouped around interpersonal relationships, uncertainties, and changing technology. Four areas of critical
the transfer of information, and decision making. The skills/ importance to managers are delivering high-quality customer
competencies approach looks at what managers do in terms service, encouraging innovative efforts, using social media
of the skills and competencies they need and use. Four critical efficiently and effectively, and recognizing how sustainability
management skills are conceptual, interpersonal, technical, and contributes to an organization’s effectiveness.

DIsCussION QuesTIONs

1-1 What is an organization and what characteristics do orga- each of the four management functions. Write up a
nizations share? description and explain how these are examples of that
1-2 Duties define the manager. Do you agree or disagree with function.
this statement? Discuss the role of managers. 1-6 Consider your local greengrocer. Discuss how manag-
1-3 In today’s environment, which is more important to ers of such small businesses can adopt Mintzberg’s ten
organizations—efficiency or effectiveness? Explain your managerial roles to run their business.
choice. 1-7 Business is changing over time, which requires manage-
1-4 Are there any differences between the managerial func- ment methods to evolve. What are the factors that contrib-
tions in a profit organization and a non-profit organiza- ute to management changes?
tion? Explain. 1-8 Is there one best “style” of management? Why or why
1-5 Using any of the popular business periodicals (such as not?
Bloomberg BusinessWeek, Fortune, Wall Street Jour- 1-9 In what ways can managers at each of the four levels of
nal, Fast Company), find examples of managers doing management contribute to efficiency and effectiveness?

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