OPS
Contents
WHO are managers and where do they work?......................................................................................3
Who is a manager?............................................................................................................................3
Where do managers work?................................................................................................................4
WHY are managers important?.............................................................................................................5
WHAT do managers do?........................................................................................................................5
Management functions......................................................................................................................5
Mintzberg’s managerial roles and a contemporary model of managing...........................................5
Management skills.............................................................................................................................5
HOW is the manager’s job changing?....................................................................................................6
Focus on the customer......................................................................................................................6
Focus on technology..........................................................................................................................6
Focus on social media........................................................................................................................6
Focus on innovation...........................................................................................................................6
Focus on sustainability.......................................................................................................................6
Focus on the employee......................................................................................................................6
WHY study management.......................................................................................................................6
The universality of management.......................................................................................................6
The reality of work.............................................................................................................................6
Rewards and challenges of being a manager & Gaining insights into life at work.............................7
The decision-making process.................................................................................................................7
Approaches to decision making.............................................................................................................7
Types of decisions and decision-making conditions..............................................................................8
Decision-making biases and errors........................................................................................................9
Purpose and importance of structure..................................................................................................10
Levels of organization..........................................................................................................................10
Underlying dimensions of structure....................................................................................................11
Task and element functions.................................................................................................................11
Division of work and grouping people.................................................................................................11
Centralisation and decentralisation.....................................................................................................12
Design principles of organisation.........................................................................................................13
Formal organisational relationships.....................................................................................................13
Project teams and matrix organisation................................................................................................13
Role structure of the organization.......................................................................................................14
Role conflict.........................................................................................................................................15
,OPS
Boundaryless organisation...................................................................................................................15
Organisation charts..............................................................................................................................15
Contingency approach.........................................................................................................................15
Technology and structure....................................................................................................................16
Woodward – structure and production technology.........................................................................16
Perrow – major dimensions of technology......................................................................................16
Uncertain external environment.........................................................................................................17
Burns and Stalker – mechanistic and organic structures.................................................................17
Lawrence and Lorsch – differentiation and integration...................................................................17
Organisation structure and culture......................................................................................................18
Changing face of the workplace...........................................................................................................18
Outsourcing.........................................................................................................................................18
Demand for flexibility..........................................................................................................................18
Structure and organisational behaviour..............................................................................................18
, OPS
Organization and
People
Chapter 11
Managers and You in the
workplace
WHO are managers and where do they work?
Who is a manager?
In many organizations, the changing nature of work has blurred the distinction between managers
and nonmanagerial employees. The definition of Manager now is ‘someone who coordinates and
oversees the work of other people so organizational goals can be accomplished’.
In traditionally structured organizations managers can be classified in three levels:
Top managers
Middle managers
First-Line managers
Nonmanagerial employees
Contents
WHO are managers and where do they work?......................................................................................3
Who is a manager?............................................................................................................................3
Where do managers work?................................................................................................................4
WHY are managers important?.............................................................................................................5
WHAT do managers do?........................................................................................................................5
Management functions......................................................................................................................5
Mintzberg’s managerial roles and a contemporary model of managing...........................................5
Management skills.............................................................................................................................5
HOW is the manager’s job changing?....................................................................................................6
Focus on the customer......................................................................................................................6
Focus on technology..........................................................................................................................6
Focus on social media........................................................................................................................6
Focus on innovation...........................................................................................................................6
Focus on sustainability.......................................................................................................................6
Focus on the employee......................................................................................................................6
WHY study management.......................................................................................................................6
The universality of management.......................................................................................................6
The reality of work.............................................................................................................................6
Rewards and challenges of being a manager & Gaining insights into life at work.............................7
The decision-making process.................................................................................................................7
Approaches to decision making.............................................................................................................7
Types of decisions and decision-making conditions..............................................................................8
Decision-making biases and errors........................................................................................................9
Purpose and importance of structure..................................................................................................10
Levels of organization..........................................................................................................................10
Underlying dimensions of structure....................................................................................................11
Task and element functions.................................................................................................................11
Division of work and grouping people.................................................................................................11
Centralisation and decentralisation.....................................................................................................12
Design principles of organisation.........................................................................................................13
Formal organisational relationships.....................................................................................................13
Project teams and matrix organisation................................................................................................13
Role structure of the organization.......................................................................................................14
Role conflict.........................................................................................................................................15
,OPS
Boundaryless organisation...................................................................................................................15
Organisation charts..............................................................................................................................15
Contingency approach.........................................................................................................................15
Technology and structure....................................................................................................................16
Woodward – structure and production technology.........................................................................16
Perrow – major dimensions of technology......................................................................................16
Uncertain external environment.........................................................................................................17
Burns and Stalker – mechanistic and organic structures.................................................................17
Lawrence and Lorsch – differentiation and integration...................................................................17
Organisation structure and culture......................................................................................................18
Changing face of the workplace...........................................................................................................18
Outsourcing.........................................................................................................................................18
Demand for flexibility..........................................................................................................................18
Structure and organisational behaviour..............................................................................................18
, OPS
Organization and
People
Chapter 11
Managers and You in the
workplace
WHO are managers and where do they work?
Who is a manager?
In many organizations, the changing nature of work has blurred the distinction between managers
and nonmanagerial employees. The definition of Manager now is ‘someone who coordinates and
oversees the work of other people so organizational goals can be accomplished’.
In traditionally structured organizations managers can be classified in three levels:
Top managers
Middle managers
First-Line managers
Nonmanagerial employees
