1eman lecture_robbins_intro to mgt & org 01

7/25/2019 1EMAN Lecture_Robbins_Intro to Mgt &Amp; Org 01

1/29

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.

Copyright 21! Pearson Education Canada "nc. 1

Chapter 1

Introduction to Management

and Organizations


2/29


Copyright 21! Pearson Education Canada "nc.

2

LEARNING OUTLINE Who Are Managers?

Explain how managers differ from nonmanagerial employees

Discuss how to classify managers in organizations.

What Is Management?

Define management

Explain why efficiency and effectiveness are important tomanagement

What Do Managers Do?

Describe the four functions of management.

Explain Mintzbergs managerial roles.

Describe Katzs three essential managerial skills and how the

importance of these skills changes depending on managerial level.


3/29



LEARNING OUTLINE (contd)

What Is an Organization?Describe the characteristics of an organization.

Explain how the concept of an organization is changing.

What Are the Challenges to Managing?

Describe the current trends and issues facing managers.

Explain why customer service and innovation are important to the

managers job.

Why Study Management?Explain the universality of management concept.

Discuss why an understanding of management is important even if

you dont plan to be a manager.


4/29



Who Are Managers?

Manager

Someone who works with and through other

people by coordinating their work activities in

order to accomplish organizational goals


5/29


Copyright 21!Pe arson Education Canada "nc. 5

Exhibit 1.1 Respected Corporations


6/29



Tpes o! Managers

First-line Managers

Are at the lowest level of management andmanage the work of nonmanagerial employees

Middle Managers Manage the work of first-line managers

Top Managers

Are responsible for making organization-widedecisions and establishing plans and goals thataffect the entire organization


7/29



E"h#$#t 1%& Manager#a' Lee's

TopManagers

M#dd'e Managers

#rst*L#ne Managers

Non+anager#a' E+p'oees


8/29



What Is Manage+ent?

Managerial Concerns

Efficiency

Doing things right

Getting the most output

for the least input

Effectiveness

Doing the right

things

Attaining

organizational goals


9/29



E"h#$#t 1%, E!!#c#enc and E!!ect#eness

#n Manage+ent

Goa'

Atta#n+ent

E!!ect#eness (Ends)

Reso-rce

Usage

Manage+ent .tr#es !or/Lo0 Reso-rce Waste (h#gh e!!#c#enc)

#gh Goa' Atta#n+ent (h#gh e!!ect#eness)

E!!#c#enc (Means)

Lo0 Waste #gh Atta#n+ent


10/29


Copyright 2# Pearson Education Canada "nc. 10

What 2o Managers 2o?

Functional Approach Planning

Defining goals, establishing strategies to achieve goals,developing plans to integrate and coordinate activities

Organizing Arranging work to accomplish organizational goals

Leading Working with and through people to accomplish goals

Controlling Monitoring, comparing, and correcting the work


11/29


Copyright 2# Pearson Education Canada "nc. 11

E"h#$#t 1%3 Manage+ent -nct#ons

4'ann#ng

2e!#n#ng goa's5esta$'#sh#ngstrateg5 anddee'op#ngs-$p'ans tocoord#nateact##t#es

Lead to

Organ#6#ng

2eter+#n#ng0hat needsto $e done5ho0 #t 0#''$e done5 and0ho #s to do #t

Lead#ng

2#rect#ng and+ot#at#ng a''#no'ed part#esand reso'#ngcon!'#cts

Contro''#ng

Mon#tor#ngact##t#esto ens-rethat the areacco+p'#shedas p'anned

Ach#e#ng theorgan#6at#onsstated

p-rpose


12/29



12

What Do Managers Do? (contd)

Mintzbergs Management RolesApproach (Exhibit 1.5)

Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator,

spokesperson

Decisional roles Entrepreneur, disturbance

handler, resource allocator,

negotiator


13/29



What 2o Managers 2o? (contd)

Skills Approach Technical skills

Knowledge and proficiency in a specific field

Human skills The ability to work well with other people

Conceptual skills

The ability to think and conceptualize aboutabstract and complex situations concerning the

organization


14/29



Exhibit 1.6 Skis !eeded at Di""erent

Manage#ent $e%es

TopManagers

M#dd'eManagers

Lo0er*'ee'

Managers

I+portance

Concept-a'.7#''s

-+an.7#''s

Techn#ca'.7#''s


15/29

15

What &s 'n rganiation?

An OrganizationDefined

A deliberate arrangement of people to

accomplish some specific purpose Common Characteristicsof Organizations

Have a distinct purpose (goal)

Are composed of people

Have a deliberate structure


16/29



E"h#$#t 1%8 Character#st#cs o! Organ#6at#ons

2e'#$erate

.tr-ct-re

2#st#nct

4-rpose

4eop'e


17/29

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2# Pearson Education Canada "nc. 17

E"h#$#t 1%9 The Chang#ng Organ#6at#on

Traditional

Stable

Inflexible

Job-focused Work is defined by job

positions

Individual-oriented Permanent jobs

Command-oriented

Managers always makedecisions

Rule-oriented

Relatively homogeneousworkforce

Workdays defined as 9 to 5

Hierarchical relationships

Work at organizational facilityduring specific hours

New Organization Dynamic Flexible

Skills-focused

Work is defined in terms of tasks tobe done

Team-oriented Temporary jobs

Involvement-oriented

Employees participate in decisionmaking

Customer-oriented

Diverse workforce Workdays have no time boundaries

Lateral and networked relationships

Work anywhere, anytime


18/29



18

.#6es and Tpes o! Organ#6at#ons

Managers and employees work in a variety of sizes oforganizations

Large organizations represent only 3% of the organizations in

Canada

Managers and employees work in a variety of organizations, and

the type of organization has an impact on what managers can do

Publicly held organizations

Privately held organizations

Public sector organizations

Crown Corporations

Subsidiaries of foreign organizations (e.g., Sears, Safeway,

General Motors, and Ford Motor Company)


19/29

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 21! Pearson Education Canada "nc. 19

Exi!it "#$ Callenges Impacting te

%anager&s 'o!

Eth#cs

Manager

E*:-s#ness

G'o$a'#6at#on

2#ers#t

C-sto+ers

Innoat#on

;no0'edgeManage+ent


20/29



20

Callenges to %anaging( Etics

-Increased emphasis on ethics education in university and college

curriculums

Increased creation and use of codes of ethics by businesses

( )or*force Diversity

Increasing heterogeneity in the workforce

More gender, minority, ethnic, and other forms of diversity

in employees

( +lo!alization

Management in international organizations

Political and cultural challenges of operating in a global market


21/29


Chaenges to Managing (contd)

( E,!-siness .electronic !-siness/ The work performed by an organization using

electronic linkages to its key constituencies

E-commerce: the sales and marketingcomponent of an e-business

( Categories of E,!-sinesses

E-businessenhanced organization

E-businessenabled organization

Total e-business organization


22/29


Exhibit 1.1* Categories o" E+

,-siness &n%o%e#ent

E*$-s#ness -n#ts 0#th#ntrad#t#ona' organ#6at#on

E*:-s#ness


23/29



23

Cha''enges to Manag#ng (contd)( Importance of C-stomers

Customers have more opportunities than ever before

Delivering consistent high-quality service is essential

Managers need to create customer-responsive

organizations

( Innovation

Doing things differently, exploring new territory, and

taking risks Managers need to encourage all employees to be

innovative


24/29


Cha''enges to Manag#ng (contd)

( 0nowledge %anagement

The cultivation of a learning culture where

organizational members systematically gather and

share knowledge with others in order to achievebetter performance

(

Learning Organization

An organization that has developed the capacity tocontinuously learn, adapt, and change


25/29


Exhibit 1.11 $earning rganiation s.

/raditiona rganiation


26/29


Wh0 St-d0 Manage#ent?

( Te 1al-e of 2t-dying %anagement 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


27/29

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management, Eighth Canadian Edition.Copyright 2# Pearson Education Canada "nc. 27

E"h#$#t 1%1& Un#ersa' Need !or Manage+ent

A'' .#6es o! Organ#6at#ons

.+a'' Large

A'' Tpes o! Organ#6at#ons

4ro!#t Not*!or*4ro!#t

A'' Organ#6at#on Lee's

:otto+ Top

Manage+entIs Needed

#n%%%

A'' Organ#6at#ona' AreasMan-!act-r#ng =Mar7et#ng

-+an Reso-rces =Acco-nt#ngIn!or+at#on .ste+s =etc%


28/29


Cha''enges to Manag#ng (contd)

( Entreprene-rsip Defined

The process whereby an individual or group ofindividuals use organized efforts to create value andgrow by fulfilling wants and needs through

innovation and uniqueness(

Entreprene-rsip Process

Pursuit of opportunities

Innovation in products, services, or business methods Desire for continual growth of the organization


29/29

29

IM4ORTANT TERM.

Engineering-the application of mathematics and

sciences in the production of systems, processes,machines and structuresfor the benefit of society

Management- may be defined as the creative problemsolving-process of planning, organizing, leading, andcontrolling an organization's resources to achieve itsmission and vision.

Engineering Management

refers to the activity combining technical knowledgewith the ability to organize and coordinate workerpower, materials, machinery, and money.

1eman lecture_robbins_intro to mgt & org 01

Documents