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Chapter 1

INTRODUCTION

TO MANAGEMENT

AND

ORGANIZATIONS 2003 Pearson Education Canada Inc.

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2003 Pearson Education Canada Inc.

LEARNING OBJECTIVES

You should be able to:

Explain what a manager is and how the role of

a manager has changed Define management

Distinguish between efficiency andeffectiveness

Describe the basic management functions andthe management process

Identify the roles performed by managers

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LEARNING OBJECTIVES

(continued) You should be able to:

Describe the skills managers need

Explain what managers do using the systemsperspective

Identify what managers do using thecontingency perspective

Describe what an organization is and how theconcept of an organization has changed

Explain the value of studying management

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WHO ARE MANAGERS?

Manager

Someone who works with and through other

people by coordinating their work activities in

order to accomplish organizational goals

Changing nature of organizations and work has

blurred the clear lines of distinction between

managers and non-managerial employees

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WHO ARE MANAGERS?

(continued) Managerial Titles

F irst-line managers- manage the work of non-managerial individuals who are directly involved with theproduction or creation of the organizations products

M iddle managers- all managers between the first-linelevel and the top level of the organization who managefirst line managers

Top managers- responsible for making organization-wide decisions and establishing the plans and goals that

affect the entire organization

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ORGANIZATIONAL LEVELS (Exhibit 1.1)

Non-managerial Employees

Top

Managers

Middle

Managers

First-line

Managers

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WHAT IS MANAGEMENT? Management

The process of coordinating work activities so

that they are completed efficiently and

effectively with and through other people Elements of definition

Process- represents ongoing functions or

primary activities engaged in by managersCoordinating- distinguishes a managerial

position from a non-managerial one

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WHAT IS MANAGEMENT?

(continued) Management (continued)

Elements of definition (continued)

Ef f iciency- getting the most output from the leastamount of inputs

doing things right concerned with means

Effectiveness- completing activities so thatorganizational goals are attained

doing the right things concerned with ends

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EFFICIENCY AND EFFECTIVENESS IN

MANAGEMENT (Exhibit 1.2)

Management Strives For:

Low resource waste (high efficiency)

High goal attainment (high effectiveness)

Resource

Usage

Efficiency (Means)

Goal

Attainment

Effectiveness (Ends)

Low Waste High Attainment


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WHAT DO MANAGERS DO?

Management Functions

Planning- defining goals, establishing strategiesfor achieving those goals, and developing plans tointegrate and coordinate activities

Organizing- determining what tasks are to bedone, who is to do them, how the tasks are to begrouped, who reports to whom, and wheredecisions are to be made

Leading- motivating subordinates and influencingindividuals or teams

Controlling- monitoring actual performanceagainst goals

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(continued)

Management Process

Management process

Set of ongoing decisions and work activities in

which managers engage as they plan, organize,

lead, and control

Managerial activities are usually done in a

continuous manner

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(continued)

Management Roles Specific categories of managerial behaviour

I nterpersonal- involve people and duties that

are ceremonial and symbolic in natureInformational- involve receiving, collecting,

and disseminating information

Decisional- revolve around making choices

Emphasis that managers give to the various roles

seems to change with their organizational level

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MINTZBERGS MANAGERIAL ROLES(Exhibit 1.4)



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(continued)

Management SkillsTechnical- knowledge of and proficiency in a certain

specialized field

Human- ability to work well with other people both

individually and in a groupConceptual- ability to think and to conceptualize about

abstract and complex situations

see the organization as a whole

understand the relationships among subunits

visualize how the organization fits into its broaderenvironment

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SKILLS NEEDED AT DIFFERENT MANAGEMENT

LEVELS (Exhibit 1.5)


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(continued)

Managing Systems

System- a set of interrelated and

interdependent parts arranged in a manner thatproduces a unified whole

Closed system- a system that is not influencedby and does not interact with its environment

Open system- dramatically interact with theirenvironment

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System

THE ORGANIZATION AS AN OPEN SYSTEM (Exhibit 1.7)

Transformation

Employees workactivities

Management

activities

Technology and

operations methods

OutputsInputs

Raw materialsHuman resources

Capital

Technology

Information

Products and servicesFinancial results

Information

Human results

Environment

Environment

Feedback


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(continued) Managing Systems (continued)

Managers must

coordinate various work activities

ensure that interdependent parts work together

recognize and understand the impact of

various external factors

Decisions and actions taken in one organizationalarea will affect other areas and vice versa

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(continued) Managing in Different and Changing

Situations

Contingency perspective- different ways

of managing are required in differentorganizations and different circumstances

No simple or universal rule for managers

to follow Requires that managers actions be

appropriate for the situation

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POPULAR CONTINGENCY VARIABLES

(Exhibit 1.8)


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WHAT IS AN ORGANIZATION? Organization

Deliberate arrangement of people to accomplish somespecific purpose

Characteristics of an organization

distinct purpose

deliberate structure people

Todays organizations have adopted:

flexible work arrangements

open communications

greater responsiveness to changes

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CHARACTERISTICS OF AN

ORGANIZATION (Exhibit 1.9)

Distinct Purpose

People

DeliberateStructure

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THE CHANGING ORGANIZATION

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THE CHANGING ORGANIZATION

(Exhibit 1.10)


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WHY STUDY MANAGEMENT?

Universality of Management

Management is needed

in all types and sizes of organizations

at all organizational levels

in all work areas

Management functions must beperformed in all organizations

consequently, have vested interest inimproving management

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UNIVERSAL NEED FOR MANAGEMENT

(Exhibit 1.11)


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(continued) The Reality of Work

Most people have some managerial responsibilities

Most people work for a manager

Rewards of being a manager Create an environment that allows others to do their

best work

Provide opportunities to think creatively

Help others find meaning and fulfillment Meet and work with a variety of people

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(continued)

Challenges of being a manager- Being a manager is hard work

- Must deal with a variety of

personalities

- Must motivate workers in the face of

uncertainty

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chapter01(3).ppt

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