Chapter 1 Management and Organizations

2012-10-17 10:16:27   --   来源:中國經濟管理大學   --   浏览:18734

Chapter 1 Management and Organizations

In this introductory chapter, your students will explore the concepts of management, manager skills, and organizations in today’s dynamic business environment.


1.1 Explain why managers are important to organizations.
1.2 Tell who managers are and where they work.
1.3 Describe the functions, roles, and skills of managers.
1.4 Describe the factors that are reshaping and redefining the manager’s job.
1.5 Explain the value of studying management.


To illustrate the varied backgrounds, skills, and characteristics of successful managers, the opening case study, “A Manager’s Dilemma,” features Lisa Greene, the general manager of a restaurant in Springfield Missouri. The restaurant industry employees 12.7 million US workers, that’s a lot of greeters, cooks, server’s, and people who clean up after customers. It’s Lisa’s job to lead employees in this challenging industry where managers face long hours, tighter budgets, and expectations to keep business running smoothly.  The question at the end of this opening asks students to put themselves in Lisa’s place. This opening dilemma should be used to encourage discussion on the role of managers and the reality that the workplace and the expectation of managers are evolving.  You should find that many of your students have experience working in the restaurant industry and they have stories about the demanding nature of the industry, what is expected of them from their managers, and if they have served in a supervisory role what is expected of managers.

Chapter 1 continues with an examination of the functions of management, managerial roles and skills, the diverse nature of modern business organizations, and rewards and challenges offered by a career in management.



 Managers have an important impact on both employees and the organizations in which they work.  The following three reasons address their importance:
A. Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times.
 B.  Managers are critical to getting things done.
C. Managers do matter to organizations!  According to a Gallup poll of ten’s of thousands of managers and employees, the relationship of manager to their employees and supervisors is single most important variable in employee productivity and loyalty.
Managers may not always be what we expect.  Today’s managers range from 18 to 80, they‘re found in a variety of different types of organizations, and they perform a variety of jobs from the top to the bottom of the organization.  By The Numbers shows some of the latest results of opinions of management.  Statistics also show an increasing number of women in management, however, while their number is increasing it is mostly in the area of lower and middle management, not top management. 
Who Is a Manager?
A. The changing nature of organizations and work often requires employees in formerly nonmanagerial jobs to perform managerial activities.  Students who are preparing for careers on any organizational level can benefit from acquiring management skills. Today’s employees need to be cross-trained and multiskilled.
C. How do we define a manager? A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. However, keep in mind that managers may have additional work duties not related to coordinating the work of others.
D. Managers can be classified by their level in the organization, particularly in traditionally structured organizations—those shaped like a pyramid (see Exhibit 1-1).
1. First-line managers (often called supervisors) are located on the lowest level of management.
2. Middle managers include all levels of management between the first leve