Who Are Managers and Where Do They Work? Managers work in organizations. Organization: A systematic arrangement of people brought together to accomplish some specific purpose. There are three characteristics that all organizations share: They all have a distinct purpose, usually expressed as a goal or a set of goals. They all have people. People achieve the purpose/goal(s) of an organization. All organizations develop a deliberate and systematic structure that defines and limits the behavior of its members, which includes rules and regulations. I. Who Are Managers and Where Do They Work? Managers are different from nonmanagerial employees. Managers: Individuals in an organization who direct the activities of others. Nonmanagerial Employees: People who work directly on a job or task and have no responsibility for overseeing the work of others. Managers have different titles. Top Managers: Make decisions about the direction of the organization and establish policies that affect all organizational members. Middle Managers: Responsible for translating goals set by top managers into specific details that lower-level managers will see get done. First-Line Managers: Supervisors responsible for directing dayto-day activities of nonmanagerial employees. II. What Is Management? The process of getting things done, effectively and efficiently, through and with other people. Frederick Winslow Taylor studied how to get work done effectively and, most importantly, efficiently. III. What Do Managers Do? Researchers have developed three approaches to describe what managers do: 1. Functions (Fayol) 2. Roles (Mintzberg) 3. Skills/Competencies (Katz) III. What Do Managers Do? The Four Management Functions Henri Fayol Early 20th Century Planning Organizing Management Functions Controlling Leading III. What Do Managers Do? The Ten Managerial Roles Henry Mintzberg Late 1960s III. What Do Managers Do? The Ten Managerial Roles (Continued) III. What Do Managers Do? The Ten Managerial Roles (Continued) III. What Do Managers Do? Skills/Competencies Robert L. Katz Conceptual Technical Interpersonal Political III. What Do Managers Do?