Managers and management by looking at

1. what managers do

1.1. management is what managers do and involves coordinating and overseeing the efficient and effective completion of others' work activities.

1.1.1. Management function

1.1.1.1. Planning

1.1.1.2. Organizing

1.1.1.3. Leading

1.1.1.4. Controlling

1.1.2. Managerial roles

1.1.2.1. Interpersonal

1.1.2.2. Informational

1.1.2.3. Decisional

1.1.3. managerial skills

1.1.3.1. Technical

1.1.3.2. interpersonal

1.1.3.3. Conceptual

2. Looking at the factors reshaping and redefining the manager’s job

2.1. The changes impacting managers' jobs include global economic and political uncertainties, changing workplaces, ethical issues, security threats, and changing tech nology.

2.1.1. Managers must focus with

2.1.1.1. Customer service

2.1.1.2. Technology

2.1.1.3. Social media

2.1.1.4. Innovation

2.1.1.5. Sustainability

2.1.1.6. Employees

3. The value of studying management

3.1. The universality of management

3.1.1. Which refers to the fact that managers are needed in all types and sizes of orga nizations, at all organizational levels and work areas, and in all global locations;

3.2. The reality of work

3.2.1. You will either manage or be managed

3.3. The awareness of the significant rewards and challenge

3.3.1. Having to work hard

3.3.2. Interacting with a variety of personalities

3.3.3. Creating work environments to help people work to the best of their ability

4. The development and uses of the behavioral approach

4.1. People are the most important asset of an organization and must be managed accordingly

5. The various theories in the contemporary approach

5.1. This approach provides a framework to help managers understand how all the interdependent units work together to achieve the organization's goals and that decisions and actions taken in one organizational area will affect others

6. The various theories in the classical approach.

6.1. Frederick W. Taylor

6.1.1. Studied manual work using scientific principles-that is, guidelines for improving production efficiency to find the one best way to do those jobs.

6.2. The Gilbreths'

6.2.1. Weber described an ideal type of organization he called a bureaucracy-characteristics that many of today's large organizations still have.

6.2.2. The Gilbreths' primary contribution was finding efficient hand-and-body motions and designing proper tools and equipment for optimizing work performance.

6.3. Fayol

6.3.1. He developed 14 principles of management from which many current management concepts have evolved.

6.4. Weber

6.5. Today's managers use the concepts of scientific management when they analyze basic work tasks to be performed, use time-and-motion study to eliminate wasted motions, hire the best qualified workers for a job, use adaptive robotics to boost worker efficiency, and design incentive systems based on output.

7. The way employees are managed can af fect the organization's financial performance,

8. Managers were needed to manage these factories, and these managers needed formal management theories to guide them

9. who managers are

9.1. Managers coordinate and oversee the work of other people so that organizational goals can be accomplished

10. why managers are important

10.1. Organizations need their managerial skills and abilities in uncertain, complex, and chaotic times.

10.2. Managers are critical to getting things done in organizations.

10.3. Managers con tribute to employee productivity and loyalty

11. Early management example

11.1. Early examples of management practice in the construction of the Egyptian pyramids and the Great Wall of China.

11.2. Managerial ability has been shown to be important in creating organizational value

12. The quantitative approach.

12.1. Today's managers use the quantitative approach, especially when making decisions, as they plan and control work activities such as allocating resources, improving quality, scheduling work, or determining optimum inventory levels