1EMAN Lecture - Robbins - Intro To MGT &amp Org 01

Chapter 1
IntroductiontoManagement
andOrganizations
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright 2013 Pearson Education Canada Inc.
LEARNING OUTLINE
WhoAreManagers?
Explainhowmanagersdifferfromnonmanagerialemployees
Discusshowtoclassifymanagersinorganizations.
WhatIsManagement?
Definemanagement
Explainwhyefficiencyandeffectivenessareimportantto
management
WhatDoManagersDo?
Describethefourfunctionsofmanagement.
ExplainMintzbergsmanagerialroles.
DescribeKatzsthreeessentialmanagerialskillsandhowthe
importanceoftheseskillschangesdependingonmanageriallevel.
LEARNING OUTLINE (contd)

WhatIsanOrganization?
Describethecharacteristicsofanorganization.
Explainhowtheconceptofanorganizationischanging.
WhatAretheChallengestoManaging?
Describethecurrenttrendsandissuesfacingmanagers.
Explainwhycustomerserviceandinnovationareimportanttothe
managersjob.
WhyStudyManagement?
Explaintheuniversalityofmanagementconcept.
Discusswhyanunderstandingofmanagementisimportantevenif
youdontplantobeamanager.
Who Are Managers?

Manager
Someonewhoworkswithandthroughother
peoplebycoordinatingtheirworkactivitiesin
ordertoaccomplishorganizationalgoals
Exhibit 1.1 Respected Corporations
Copyright 2013Pe arson Education Canada Inc.
Types of Managers
FirstlineManagers
Areatthelowestlevelofmanagementand
managetheworkofnonmanagerialemployees
MiddleManagers
Managetheworkoffirstlinemanagers
TopManagers
Areresponsibleformakingorganizationwide
decisionsandestablishingplansandgoalsthat
affecttheentireorganization
Exhibit 1.2 Managerial Levels

Top
Top
Managers
Managers
Middle Managers
Managers
Middle
First-Line Managers
Managers
First-Line
Nonmanagerial Employees
Employees
Nonmanagerial
What Is Management?
ManagerialConcerns
Efficiency
Doingthingsright
Gettingthemostoutput
fortheleastinput
Effectiveness
Doingtheright
things
Attaining
organizationalgoals
Exhibit 1.3 Efficiency and Effectiveness

in Management
Efficiency (Means)
Effectiveness (Ends)
Resource
Usage
Goal
Attainment
Low Waste
High Attainment
Management Strives for:

Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
What Do Managers Do?

FunctionalApproach
Planning
Defininggoals,establishingstrategiestoachievegoals,
developingplanstointegrateandcoordinateactivities
Organizing
Arrangingworktoaccomplishorganizationalgoals
Leading
Workingwithandthroughpeopletoaccomplishgoals
Controlling
Monitoring,comparing,andcorrectingthework
10
Exhibit 1.4 Management Functions

Planning
Organizing
Leading
Controlling
Lead to
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Directing and
motivating all
involved parties
and resolving
conflicts
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organizations
stated
purpose
11
What Do Managers Do? (contd)

MintzbergsManagementRoles
Approach(Exhibit1.5)
Interpersonal roles
Figurehead,leader,liaison
Informational roles
Monitor,disseminator,
spokesperson
Decisional roles
Entrepreneur,disturbance
handler,resourceallocator,
negotiator
12
What Do Managers Do? (contd)

SkillsApproach
Technicalskills
Knowledgeandproficiencyinaspecificfield
Humanskills
Theabilitytoworkwellwithotherpeople
Conceptualskills
Theabilitytothinkandconceptualizeabout
abstractandcomplexsituationsconcerningthe
organization
13
Exhibit 1.6 Skills Needed at Different

Management Levels
Top
Managers
Conceptual
Skills
Middle
Managers
Human
Skills
Technical
Skills
Lower-level
Managers
Importance
14
What Is An Organization?
AnOrganizationDefined
Adeliberatearrangementofpeopleto
accomplishsomespecificpurpose
CommonCharacteristicsofOrganizations
Haveadistinctpurpose(goal)
Arecomposedofpeople
Haveadeliberatestructure
15
Exhibit 1.7 Characteristics of Organizations
Distinct
Distinct
Purpose
Purpose
Deliberate
Deliberate
Structure
Structure
People
People
16
Exhibit 1.8 The Changing Organization

Traditional
New Organization
Stable
Inflexible
Jobfocused
Workisdefinedbyjob
positions
Individualoriented
Permanentjobs
Commandoriented
Managersalwaysmake
decisions
Ruleoriented
Relativelyhomogeneous
workforce
Workdaysdefinedas9to5
Hierarchicalrelationships
Workatorganizationalfacility
duringspecifichours
Dynamic
Flexible
Skillsfocused
Workisdefinedintermsoftasksto
bedone
Teamoriented
Temporaryjobs
Involvementoriented
Employeesparticipateindecision
making
Customeroriented
Diverseworkforce
Workdayshavenotimeboundaries
Lateralandnetworkedrelationships
Workanywhere,anytime
17
Sizes and Types of Organizations

Managersandemployeesworkinavarietyofsizesof
organizations
Largeorganizationsrepresentonly3%oftheorganizationsin
Canada
Managersandemployeesworkinavarietyoforganizations,and
thetypeoforganizationhasanimpactonwhatmanagerscando
Publiclyheldorganizations
Privatelyheldorganizations
Publicsectororganizations
CrownCorporations
Subsidiariesofforeignorganizations(e.g.,Sears,Safeway,
GeneralMotors,andFordMotorCompany)
18
Exhibit 1.9 Challenges Impacting the

Managers Job
Ethics
Knowledge
Management
Diversity
Manager
Globalization
Innovation
Customers
E-Business
19
Ethics
Challenges to Managin g
Increasedemphasisonethicseducationinuniversityandcollege
curriculums
Increasedcreationanduseofcodesofethicsbybusinesses
Workforce Diversity
Increasingheterogeneityintheworkforce
Moregender,minority,ethnic,andotherformsofdiversity
inemployees
Globalization
Managementininternationalorganizations
Politicalandculturalchallengesofoperatinginaglobalmarket
20
Challenges to Managing (contd)

E-business (electronic business)
Theworkperformedbyanorganizationusing
electroniclinkagestoitskeyconstituencies
Ecommerce:thesalesandmarketing
componentofanebusiness
Categories of E-businesses
Ebusinessenhancedorganization
Ebusinessenabledorganization
Totalebusinessorganization
21
Exhibit 1.10 Categories of EBusiness Involvement

E-BusinessEnhanced
Organization
E-business units within
traditional organization
E-BusinessEnabled
Organization
Total E-Business
Organization
Organization s entire
work processes revolve
around e-business model
E-business tools and

applications used
within traditional
organization
22
Importance of Customers
Customershavemoreopportunitiesthaneverbefore
Deliveringconsistenthighqualityserviceisessential
Managersneedtocreatecustomerresponsive
organizations
Innovation
Doingthingsdifferently,exploringnewterritory,and
takingrisks
Managersneedtoencourageallemployeestobe
innovative
23

Knowledge Management
Thecultivationofalearningculturewhere
organizationalmemberssystematicallygatherand
shareknowledgewithothersinordertoachieve
betterperformance
Learning Organization
Anorganizationthathasdevelopedthecapacityto
continuouslylearn,adapt,andchange
24
Exhibit 1.11 Learning Organization Vs.

Traditional Organization
25
Why Study Management?

The Value of Studying Management
Theuniversalityofmanagement
Goodmanagementisneededinallorganizations
Therealityofwork
Employeeseithermanageoraremanaged
Entrepreneurship
Theorganizedefforttopursueopportunitiestocreate
valueandgrowthroughinnovationanduniqueness
26
Exhibit 1.12 Universal Need for Management
All Sizes of Organizations

Small
All Organizational Areas

Manufacturing Marketing
Human Resources Accounting
Information Systems etc.
Large
All Types of Organizations
Management
Is Needed
in...
Profit
Not-for-Profit
All Organization Levels

Bottom
Top
27

Entrepreneurship Defined
Theprocesswherebyanindividualorgroupof
individualsuseorganizedeffortstocreatevalueand
growbyfulfillingwantsandneedsthrough
innovationanduniqueness
Entrepreneurship Process
Pursuitofopportunities
Innovationinproducts,services,orbusinessmethods
Desireforcontinualgrowthoftheorganization
28
IMPORTANT TERMS
Engineeringtheapplicationofmathematicsand
sciencesintheproductionofsystems,processes,
machinesandstructuresforthebenefitofsociety
Managementmaybedefinedasthecreativeproblem
solvingprocessofplanning,organizing,leading,and
controllinganorganization'sresourcestoachieveits
missionandvision.
EngineeringManagement
referstotheactivitycombiningtechnicalknowledge
withtheabilitytoorganizeandcoordinateworker
power,materials,machinery,andmoney.
29

1EMAN Lecture - Robbins - Intro To MGT &amp Org 01

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

1EMAN Lecture - Robbins - Intro To MGT &amp Org 01

Hochgeladen von

Copyright:

Verfügbare Formate

Chapter 1

LEARNING OUTLINE (contd)

Who Are Managers?

Exhibit 1.1 Respected Corporations

Exhibit 1.2 Managerial Levels

Exhibit 1.3 Efficiency and Effectiveness

Management Strives for:

What Do Managers Do?

Exhibit 1.4 Management Functions

What Do Managers Do? (contd)

What Do Managers Do? (contd)

Exhibit 1.6 Skills Needed at Different

Exhibit 1.7 Characteristics of Organizations

Exhibit 1.8 The Changing Organization

Sizes and Types of Organizations

Exhibit 1.9 Challenges Impacting the

Challenges to Managing (contd)

Exhibit 1.10 Categories of EBusiness Involvement

E-business tools and

Challenges to Managing (contd)

Challenges to Managing (contd)

Exhibit 1.11 Learning Organization Vs.

Why Study Management?

Exhibit 1.12 Universal Need for Management

All Sizes of Organizations

All Organizational Areas

All Types of Organizations

All Organization Levels

Challenges to Managing (contd)

Das könnte Ihnen auch gefallen