Type Course Code

School of Business Department of Management & International Management BMGT 200 Introduction to business management CHAPTER 1 BMGT200 – Chapter1 Managers and You in the work place Fall 2025 - 2026.

LEARNING OBJECTIVES: OBJECTIVE 1.1 : TELL WHO ARE MANAGERS AND WHERE DO THEY WORK. OBJECTIVE 1.2 : EXPLAIN WHY ARE MANAGERS IMPORTANT TO ORGANIZATIONS. OBJECTIVE 1.3 : DESCRIBE THE FUNCTIONS, ROLES, AND SKILLS OF MANAGERS. OBJECTIVE 1.4 : DESCRIBE THE FACTORS THAT ARE RESHAPING AND REDEFINING THE MANAGER’S JOB. BMGT200 - CHAPTER 1.

OBJECTIVE 1.1: WHO ARE MANAGERS AND WHERE DO THEY WORK? BMGT200 - CHAPTER 1 Who is a Manager?  It 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. How do we define who managers are?  A manager is someone who coordinates and oversees the work of other people so organizational goals can be accomplished.  A manager’s job is not about personal achievement; it is about helping others do their work..

OBJECTIVE 1.1:WHO ARE MANAGERS AND WHERE DO THEY WORK? BMGT200 - CHAPTER 1  How can managers be classified in organizations? First line or front-line manager • Manage the work of non managerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers. • Example: office manager, department manager etc. Middle manager • Manage the work of first- line managers and can be found between lowest and top levels of the organization. • Mainly responsible into turning company strategy into action. • Example: Regional Manager, Project leader etc. Top Manager • Responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. • Example: executive vice president, Chief executive officer. Who is a Manager?.

OBJECTIVE 1.1:WHO ARE MANAGERS AND WHERE DO THEY WORK? BMGT200 - CHAPTER 1 Where do Managers work?  It is obvious that managers work in organizations. But what is an Organization?  An organization has a distinct purpose typically expressed through the organization hopes to accomplish.  Each organization is composed of people. It takes people to perform the work.  All organizations develop a deliberate structure within which members do their work; Structure may be open & flexible or may be more traditional..

OBJECTIVE 1.2:WHY ARE MANAGERS IMPORTANT? BMGT200 - CHAPTER 1  Because organizations need their managerial skills and abilities more than ever in uncertain, complex, and chaotic times.  Because they are critical to getting things done; so if work isn’t getting done or if it isn’t getting done as it should be, they are the ones who find out why and get things back on track.  Gallup organization (polled millions of employees and tens of thousands of managers) has found that the most important variable in employee productivity & loyalty isn’t benefits or workplace environment but the quality of relationship between employees & their direct supervisor..

OBJECTIVE 1.3:DISCUSS WHAT DO MANAGERS DO? BMGT200 - CHAPTER 1 Management involves ensuring that work activities are completed efficiently & effectively by the people responsible for doing them. Effectiveness Doing the right things. Doing activities that will result in achieving goals Efficiency Doing things right. Not wasting Resources While efficiency is concerned with the means of getting things done; effectiveness is concerned with the ends (attainment of organizational goals)..

OBJECTIVE 1.3:WHAT DO MANAGERS DO? BMGT200 - CHAPTER 1 Management Functions Planning Setting goals, establishing strategies for achieving goals, & developing plans to integrate and coordinate activities. Organizing Arranging & structuring work that employees do to accomplish the organization’s goals. Leading Working with and through people to accomplish organizational goals. Controlling Monitoring, comparing and correcting work performance..

BMGT200 - CHAPTER 1 OBJECTIVE 1.3:WHAT DO MANAGERS DO? Mintzberg concluded that what managers do can best be described by looking at the managerial roles they engage in at work; these 10 roles are grouped around : Mintzberg’s Managerial Roles and a Contemporary Model of Managing Interpersonal Roles • Involve people and other ceremonial & symbolic duties. Informational Roles • Involve collecting, receiving, and disseminating information. Decisional Roles • Entail making decisions or choices and include entrepreneur, disturbance handler, resource allocator, & negotiator..

OBJECTIVE 1.3: WHAT DO MANAGERS DO? BMGT200 - CHAPTER 1 Management Skills: Technical Skills • Job- specific knowledge & techniques needed to proficiently perform work tasks. • These skills tend to be more important for first-line managers because they typically manage employees who use tools & techniques to produce the organization’s products or service the organization’s customers. Interpersonal skills • Involve the ability to work well with other people both individually and in group. • Because all managers deal with people, these skills are equally important to all levels of management. Conceptual Skills • The skills managers use to think and to conceptualize about abstract & complex situations. • Using these skills, managers see the organization as a whole and understand the relationships among various subunits and visualize how the organization fits into its broader environment..

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1  In today’s world, managers are dealing with global economic and political uncertainties, changing workplaces, ethical issues, security threats, & changing technology.  We will focus on six changes that affect the way managers plan, organize, lead & control, which are: Customer Technology Social Media Innovation Sustainability Employee.

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1 Focus on Customer:  Managers are recognizing that delivering consistent, high-quality customer service is essential for survival and success in today's competitive environment.  Good customer care pays off.  A recent study found that nearly all customers (92%) whose issue was resolved during first contact with customer service would likely continue using the company; that number drops to about half (51%) for customers whose issue was not resolved during first contact..

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1 Focus on Technology:  Managers increasingly face challenges in their work because technology has been changing how things get done.  Managers must work with employees to understand why new technology is an improvement over present ways of conducting business..

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1 Focus on Social Media:  Today, the new frontier is Social Media, forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content.  Employees don’t just use these on their personal time, but also for work purposes.  Managers need to understand and manage the power & peril of social media.  More businesses are turning to social media as a way to connect with customers.  Many companies encourage employees to use social media to become employee activists..

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1  Internally , Social Media also becomes problematic when it becomes a way for boastful employees to brag about their accomplishments, for managers to publish one-way messages to employees, or for employees to argue or gripe about others, then it has lost its usefulness.  To avoid this, managers need to remember that social media is a tool that needs to be managed to be beneficial. Focus on Social Media:.

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1 Focus on Innovation:  Success in business today demands innovation.  Innovation means exploring new territory, taking risks, and doing things differently.  Innovation isn't just for high-tech or other technologically sophisticated organizations.  Innovation efforts can be found in all types of organizations..

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1 Focus on Sustainability:  What’s emerging in the twenty-first century is the concept of managing in a sustainable way, which has had the effect of widening corporate responsibility not only to managing in an efficient and effective way, but also to responding strategically to a wide range of environmental and societal challenges.  From a business perspective, sustainability has been described as a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies..

OBJECTIVE 1.4: HOW IS THE MANAGER’S JOB CHANGING? BMGT200 - CHAPTER 1 Focus on Employee:  Successful managers regularly provide performance feedback that serves as an evaluation of an employee’s performance and provides the foundation for discussing development opportunities.  Development practices also can support a structure on which to base reward.  Effective managers strive to reward employees with competitive base wages or salary and pay raises that recognize past performance and future potential.  Successful managers often embrace work-life practices and provide encouragement to employees who wish to use them..

BRIEF RECAP BMGT200 - CHAPTER 1  A manager is someone who coordinates and oversees the work of other people so organizational goals can be accomplished.  Managers can be classified as: first line, middle manager & top manager.  Managers are important since organizations need their managerial skills and abilities more than ever in uncertain, complex, and chaotic times.  Management involves ensuring that work activities are completed efficiently & effectively by the people responsible for doing them.  Management functions are: Planning, Organizing, Leading, Controlling.  Mintzberg concluded that what managers do can best be described by looking at the managerial roles grouped around : Interpersonal Roles, Informational Roles, Decisional Roles.  Management Skills are: Technical Skills , Interpersonal skills, Conceptual Skills.  The six changes that affects the way managers plan, organize, lead & control, which are: Customers, Technology, Social Media, Innovation, Sustainability, Employees..