Chapter1IntroductiontoManagementandOrganizationsTrue/FalseQuestionsAMANAGER’SDILEMMAToday’smanagersarejustaslikelytobewomenastheyaremen.Managementaffectsemployeemoralebutnotacompany’sfinancialperformance.WHOAREMANAGERS?Inordertobeconsideredamanager,anindividualmustcoordinatetheworkofothers.Supervisorsandforemenmaybothbeconsideredfirst-linemanagers.WHATISMANAGEMENT?Effectivenessreferstotherelationshipbetweeninputsandoutputs.Effectivenessisconcernedwiththemeansofgettingthingsdone,whileefficiencyisconcernedwiththeattainmentoforganizationalgoals.Agoalofefficiencyistominimizeresourcecosts.Efficiencyisoftenreferredtoas“doingthingsright.”Managerswhoareeffectiveatmeetingorganizationalgoalsalwaysactefficiently.WHATDOMANAGERSDO?Thefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.Determiningwhoreportstowhomispartofthecontrollingfunctionofmanagement.Directingandmotivatingarepartofthecontrollingfunctionofmanagement.Fayol’smanagementfunctionsarebasicallyequivalenttoMintzberg’smanagementroles.Therolesoffigurehead,leader,andliaisonareallinterpersonalroles.DisturbancehandlerisoneofMintzberg’sinterpersonalroles.Mintzberg’sinformationalmanagementroleinvolvesreceiving,collecting,anddisseminatinginformation.Mintzberg’sresourceallocationroleissimilartoFayol’splanningfunctionbecauseitinvolvesthecoordinationofemployee’sactivities.Resourceallocationanddisturbancehandlingarebothconsidereddecisionalroles.AfinancemanagerwhoreadstheWallStreetJournalonaregularbasiswouldbeperformingthefigureheadrole.Katzfoundthatmanagersneededthreeessentialskills:technical,human,andinformational.Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.Conceptualskillsbecomelessimportantasamanagermovesintotopmanagement.Interpersonalskillsinvolveamanager’sabilitytothinkaboutabstractsituations.Coachingandbudgetingareskillscloselyrelatedtothemanagementfunctionofleading.Budgetingisaskillthatisrelatedtob