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It ud 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. It was easy to differentiate managers from nonmanagerial employees; the latter term described tho organizational members who worked directly on a job or task and had no one reporting to them. But it isn’t quite that simple anymore! The changing nature of organizations and work has, in many organizations, blurred the clear lines of distinction between managers and nonmanagerial employees. Many traditional jobs now include managerial activities, especially on teams. For instance, team members often develop plans, make decisions, and monitor their own performance. And as the nonmanagerial employees assume responsibilities that traditionally were part of management, definitions we’ve ud in the past no longer describe every type of managerial situation.
How do we define who managers are? A manager is someone who works with and through
other people by coordinating their work activities in order to accomplish organizational goals. That may mean coordinating the work of departmental group, or it might mean supervising a single person. It could involve coordinating the work activities of a team compod of people from veral different departments of even people outside the organization such as temporary employees or employees who work for the organization’s suppliers. Keep in mind, also, that managers may have other work duties not related to coordinating and integrating the work of others. For example, an insurance claims supervisor may also process claims in addition to coordinating the work activities of other claims clerks.软着陆
Is there some way to classify managers in organizations? There is, particularly for traditionally structured organizations—that is, tho organizations in which the number of employees is greater at the bottom than at the top. (The types of organizations are often pictured as being shaped like a pyramid. ) We typically describe managers as first-line, middle, or top in this type of organizations. Identifying exactly who the managers are in the organizations isn’t difficult, although you should be aware that managers may ha
演唱技巧ve a variety of titles.
First-line managers晚霞的诗句 are the lowest level of management and manage the work of non-managerial individuals who are involved with the production or creation of the organization’s products, they’re often called supervisors but may also be called line managers, office managers, or even foremen. Middle managers include all levels of management between the first-line level and the top level of the organization. The managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager. At or near the top of the organization are the top managers, who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. The individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board.
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Exhibit 1.1 Organizational Levels
Simply speaking, management is what managers do. However, this simple statement doesn’t tell us much. We define management as the process of coordinating work activities so that they are completed efficiently and effectively with and through other people. Let’s look at some specific parts of this definition.
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The process reprents the ongoing functions or primary activities engaged in by manag
ers. The functions are typically labeled planning, organizing, leading and controlling. We’ll elaborate on the functions and the management process when we discuss what managers do.
We already know that the cond part of the definition—coordinating the work of others—is what distinguishes a managerial position from a nonmanagerial one. In addition, management involves the efficient and effective completion of organizational work activities, or at least that’s what managers aspire to do.
Efficiency refers to getting the most output from the least amount of inputs. Becau managers deal with scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient u of tho resources. For instance, at the Beiersdorf Inc, factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by cutting inventory levels, decreasing the amount of time to manufacture products, and lowering products, and lowering product rej
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ect rates. The efficient work practices paid off as the company was named one of Industry week’s best plants. From this perspective, efficiency is often referred to as “doing things right”dnf手柄—Management is also concerned with being effective, completing activities so that organizational goals are attained.
