Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Chapter 1 Managers and Managing in the 21st Century.

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Chapter 1Managers and Managingin the 21st Century

FOM 1.1

FOM 1.2Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Explain what a manager is Define the term management Differentiate between efficiency and

effectiveness Describe the four basic management

activities (continued)

Learning Outcomes


Classify the three levels of managers and identify the primary responsibility of each level

Summarize the essential roles performed by managers

Describe the four general skills necessary for becoming a successful manager

(continued)

Learning Outcomes (continued)


Explain the changes in management over time

Describe the implications for managers of a changing world environment

Explain the importance of viewing management from a global perspective

Learning Outcomes (continued)


Organization

A systematic arrangement of people brought together to

accomplish some specific purpose

FOM 1.5


The Characteristics of an Organization

Purpose

Structure

People


MiddleManagers

First-LineManagers

Front-Line Employees

TopManagers

The Levels of an Organization

SuperviseOthers

Workon Jobs


Management

Process of getting things done, efficiently and effectively, through

and with other people

FOM 1.8

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

Goals

LowWaste

HighAttainment

MeansEfficiency

EndsEffectiveness

Efficiency and Effectiveness R

es

ou

rce

Usa

ge

Go

al A

ttainm

en

t

FOM 1.9

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc.

PlanningDefining goals and

establishingaction plans

ControllingMonitoring activitiesto ensure that they

are achievingresults

LeadingGuiding and motivating all

involved parties

OrganizingDetermining what

needs to be done, in what order, and by

whom

Management Activities

EffectiveManagement

FOM 1.10


Changes in Management Over Time Scientific management--”one best way” General administrative theories--universal set

of activities Human relations--importance of human factor Today, management is a blend scientific

(efficiencies), general administrative (bureaucracy), and human relations (employees have a large impact on success of company)


Scientific Management Developed by Frederick Taylor One best way to get the job done Viewed workers as inefficient Promoted Four Principles

1. Develop a science for each component of work 2. Scientifically Select and Train Workers 3. Actively cooperate with workers 4. Divide work equally between workers and

management


General Administrative Theories Developed by Fayol Described management as universal set

of activities. Focuses on division of labour, clear

hierarchy, rules and impersonal relations


Human Relations Idea surfaced in early 20th Century Focused on the notion that work was

done by people Need to focus on human element Maslow and motivation and Theory X

and Theory Y


Mintzberg’sManagerial Roles

Interpersonal Decisional

Informational


Mintzberg Roles See Page 11, Exhibit 1-4


Universality of Manager’s Job Importance of roles varies depending on level

in organization Manager’s job in for-profit and not-for-profit

organizations generally the same Size of organization impacts whether

manager is more of a generalist vs. more of a specialist

Not all management concepts are universal Management concepts may need to be

modified in other countries


Distribution of Manager’s Time

0 20 40 60

Planning

Organizing

Leading

Controlling

First-levelMiddle levelTop level


The Roles That Managers Play

High

Moderate

Low

Importance

Spokesperson Resource Allocator

EntrepreneurFigureheadLeader

Liaison, MonitorDisturbance HandlerNegotiator

Disseminator Entrepreneur

Small Firms Large Firms


Management Across National Borders

Concepts and ideas are transferable to most English-speaking, free- market democracies

We will need to modify some concepts in other countries


Managers and Decisions

In order for managers to make decisions, they need to:

Identify critical problems Gather and use appropriate data Make sense of the information Choose the best course of action


Managers and Change

Be change agents Be able to work in a dynamic

environment Be flexible and adaptable

In order to deal with change, managers need to:


General Management Skills

POLITICALTECHNICAL

INTERPERSONALCONCEPTUAL


Conceptual Skills Mental ability to analyze and diagnose

complex situations Allow Managers to see how things fit


Interpersonal Skills Ability to work with, understand, mentor

and motivate others Both individually and as a group Many managers fail in this


Technical Skills Ability to apply specialized knowledge

or expertise Engineer, accountant, etc


Political Skills Ability to enhance one position, build a

power base, and establish the right connection


Specific Management Skills These explain 50% of a managers effectiveness

Controlling the organization’s environment and resources

Organizing and coordinating Handling information Providing for growth and development

of staff Motivating staff and handling conflicts Strategic problem-solving


Management Competencies

Initiate and implement change Monitor, maintain and improve

performance Monitor and control resources Secure effective resource allocation Recruit and select staff

(continued)


Management Competencies (continued)

Develop teams, individuals, and self Plan, allocate, and evaluate work Create, maintain, and enhance

relationships Seek, evaluate, and organize

information Exchange information to solve problems


Managers and the Changing World Environment Management is no longer constrained

by national borders Managers need to understand what is

going on in the world Managers need to take into

consideration different economic, political, legal and cultural systems in other countries


Major Environmental Changes Affecting Managers Technology E-commerce E-business Knowledge workers


Management from a Global Perspective Globalization--doing business on a

world-wide scale Managers need to be sensitive to issues

in other countries Managers also need to be aware of

different cultures in Canada


Importance of Managers in the Marketplace Good managers can help an

organization perform successfully Poor managers can do the reverse Managers tend to earn more as their

responsibilities and accountabilities increase


Is Understanding Management Important?

Management affects everyone in an organization

Poorly managed organizations will not be successful

A good manager is a combination of many factors


Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Chapter 1 Managers and Managing in the 21st Century.

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