Download - Introduction to Management and Organizations
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 1
Chapter 1
Introduction to Management and Organizations
with Duane Weaver
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 2
OUTLINE
• Who are managers?
• What is management?
• What do managers do?
• What are the challenges of managing?
• Why study management?
• Submitting class exercises
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 3
Who Are Managers?
• Manager– Someone who works with and through other
people by coordinating their work activities in order to accomplish organizational goals
(Robbins, et. Al, 2006, p. 7)
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 4
Types of ManagersExhibit 1.2 Managerial Levels
TopManagers
Middle Managers
First-Line Managers
Nonmanagerial Employees
TopManagers
Middle Managers
First-Line Managers
Nonmanagerial Employees
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 5
What Is Management?
• Managerial Concerns– Efficiency
• “Doing things right”– Getting the most output
for the least input
– Effectiveness
• “Doing the right things”– Work activities that attain
organizational goals
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 6
What Do Managers Do?
Three Approaches to describe:
• Management Functions
• Management Roles (Mintzberg)
• Management Skills
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 7
Exhibit 1.4 Management Functions
Planning
Defining goals,establishingstrategy, anddevelopingsub-plans tocoordinateactivities
Lead toOrganizing
Determiningwhat needsto be done,how it willbe done, andwho is to do it
Leading
Directing andmotivating allinvolved partiesand resolvingconflicts
Controlling
Monitoringactivitiesto ensurethat they areaccomplishedas planned
Achieving theorganization’s
statedpurpose
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 8
What Do Managers Do? (cont’d)
• Mintzberg’s Management Roles Approach
(Robbins, et. al., 2006, Exhibit 1.5, p. 12)
– Interpersonal roles• Figurehead, leader, liaison
– Informational roles• Monitor, disseminator,
spokesperson
– Decisional roles• Entrepreneur, disturbance handler,
resource allocator, negotiator
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 9
Exhibit 1.6 Skills Needed at Different Management Levels
TopManagers
MiddleManagers
Lower-levelManagers
Importance
ConceptualSkills
HumanSkills
TechnicalSkills
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 10
Exhibit 1.8 The Changing Organization
Traditional• Stable• Inflexible• Job-focused• Work is defined by job positions• Individual-oriented• Permanent jobs• Command-oriented• Managers always make decisions• Rule-oriented• Relatively homogeneous
workforce• Workdays defined as 9 to 5• Hierarchical relationships• Work at organizational facility
during specific hours
New Organization• Dynamic• Flexible• Skills-focused• Work is defined in terms of tasks to be
done• Team-oriented• Temporary jobs• Involvement-oriented• Employees participate in decision
making• Customer-oriented• Diverse workforce• Workdays have no time boundaries• Lateral and networked relationships• Work anywhere, anytime
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 11
Exhibit 1.9 Challenges Impacting the Manager’s Job
Ethics
Manager
E-Business
Globalization
Diversity
Customers
Innovation
KnowledgeManagement
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 12
Challenges to Managing
• Ethics– Increased emphasis on ethics education in
university and college curriculums– Increased creation and use of codes of ethics by
businesses
• Workforce Diversity– Increasing heterogeneity in the workforce
• More gender, minority, ethnic, and other forms of diversity in employees (cultural values important)
• Biggest immediate issue? (aging pop.)
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 13
Challenges to Managing (cont’d)
• Globalization– Management in international organizations
– Political and cultural challenges of operating in a global market
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 14
Challenges to Managing (cont’d)
• E-business (electronic business)– The work performed by an organization using
electronic linkages to its key constituencies
– E-commerce: the sales and marketing component of an e-business
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 15
Challenges to Managing (cont’d)
• Importance of Customers– Customers have more opportunities than ever
before
– Delivering consistent high-quality service is essential
– Managers need to create customer-responsive organizations
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 16
Challenges to Managing (cont’d)
• Innovation– Doing things differently, exploring new territory,
and taking risks
– Managers need to encourage all employees to be innovative
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 17
Challenges to Managing (cont’d)
• Knowledge Management
– The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance
• Learning Organization
– An organization that has developed the capacity to continuously learn, adapt, and change
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 18
Exhibit 1.11 Learning Organization Vs. Traditional Organization
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 19
Why Study Management?
• The Value of Studying Management– The universality of management
• Good management is needed in all organizations
– The reality of work• Employees either manage or are managed
– Entrepreneurship• The organized effort to pursue opportunities to create
value and grow through innovation and uniqueness
Submitting Class Exercises
• Proper Format:– Font Arial 12 pt.
– Double-spaced
– Provide a proper cover page
– Provide the answers
– Provide a reference list (Harvard Format)
• Don’t just answer the question from your head, conduct research to prove your point. Support your ideas with inline citations and references.
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 20
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.Copyright © 2005 Pearson Education Canada Inc. 21
Thank You
• Come prepared next class (see outline for next two chapters and exercise questions to prepare)