chapter 1 manager & managing

7/28/2019 Chapter 1 Manager & Managing

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Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 1-1Copyright 2008 Pearson Education Canada

Chapter 1

Managers and Management


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LEARNING OUTLINEFollow this Learning Outline as you read and study this chapter

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 areimportant to management


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LEARNING OUTLINE (contd)Follow this Learning Outline as you read and study this chapter

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


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What Is an Organization?

Describe the characteristics of an organization

Explain how the concept of an organization is

changing

The Challenges Managers Face Describe the current trends and issues facing

managers


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What Is Corporate Social Responsibility?

Contrast the classical and socio-economic views ofsocial responsibility

Discuss the role that stakeholders play in the four

approaches to social responsibility

The relationship between corporate social

responsibility and economic performance


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Understanding workforce diversity

Accommodating diverse members in the organization

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


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Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition1-8

Copyright 2008 Pearson Education Canada

Types of Managers

First-line Managers

Are at the lowest level of management and manage the

work of nonmanagerial employees Middle Managers

Manage the work of first-line managers

Top Managers

Are responsible for making organization-wide decisionsand establishing plans and goals that affect the entireorganization


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Exhibit 1.1 Managerial Levels

TopManagers

Middle Managers

First-Line Managers

Nonmanagerial Employees


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What Do Managers Do? 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


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Exhibit 1.2 Management Functions

Planning

Defining goals,establishingstrategy, anddevelopingsubplans 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 theorganizations

statedpurpose


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Distribution of Managers Time

0 20 40 60

Planning

Organizing

Leading

Controlling

First-level

Middle level

Top level


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What Is Management?

Managerial Concerns

Efficiency Doing things right

Getting the most output for the least input

Effectiveness

Doing the right things Attaining organizational goals


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Goals

Low

Waste

High

Attainment

Means

Efficiency

Ends

Effectiveness

Efficiency and Effectiveness

ResourceUsage

GoalAttainm

ent

FOM 1.9


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Mintzbergs

Managerial Roles

Interpersonal Decisional

Informational


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What Do Managers Do? (contd

Mintzbergs Management Roles Approach (Exhibit

1.3)

Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator, spokesperson

Decisional roles

Entrepreneur, disturbance handler, resource allocator,

negotiator


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The Roles That Managers Play

High

Moderate

Low

Importance

Spokesperson Resource Allocator

Entrepreneur

Figurehead

Leader

Liaison, Monitor

Disturbance Handler

Negotiator

Disseminator Entrepreneur

Small Firms Large Firms


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What Do Managers Do? (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 about abstract and

complex situations concerning the organization


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Exhibit 1.4 Skills Needed atDifferent Management Levels

Top

Managers

MiddleManagers

Lower-levelManagers

Importance

ConceptualSkills

HumanSkills

Technical

Skills


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General Management Skills

POLITICALTECHNICAL

INTERPERSONALCONCEPTUAL


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Conceptual Skills

Mental ability to analyze and diagnose

complex situations

Allow Managers to see how things fit


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Interpersonal Skills

Ability to work with, understand, mentor and

motivate others

Both individually and as a group

Many managers fail in this


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Technical Skills

Ability to apply specialized knowledge or expertise

Engineer, accountant, etc


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Political Skills

Ability to enhance one position, build a power

base, and establish the right connection


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Specific Management SkillsThese explain 50% of a managers effectiveness

1. Controlling the organizations

environment and resources

2. Organizing and coordinating

3. Handling information

4. Providing for growth and development

of staff5. Motivating staff and handling conflicts

6. Strategic problem-solving


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Management Competencies

Initiate and implement change

Monitor, maintain and improve performance Monitor and control resources

Secure effective resource allocation

Recruit and select staff

(continued)


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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


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What Is An Organization?

An Organization Defined

A deliberate arrangement of people toaccomplish some specific purpose

Common Characteristics of Organizations

Have a distinct purpose (goal)

Are composed of people

Have a deliberate structure


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Exhibit 1.5 Characteristics ofOrganizations

DeliberateStructure

DistinctPurpose

People


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Exhibit 1.6 The Changing OrganizationTraditional 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 facilityduring specific hours

New Organization Dynamic

Flexible

Skills-focused

Work is defined in terms of tasks to bedone

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


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Sizes and Types of Organizations

Managers and employees work in a variety of sizes of organizations

Large organizations represent only 3% of the organizations in Vietnam

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)


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Managers and the ChangingWorld Environment

Management is no longer constrained by nationalborders

Managers need to understand what is going on inthe world

Managers need to take into consideration differenteconomic, political, legal and cultural systems inother countries


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Major Environmental ChangesAffecting Managers

Technology E-commerce

E-business

Knowledge workers


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Management froma 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 differentcultures in Vietnam


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Importance of Managersin the Marketplace

Good managers can help an organization performsuccessfully

Poor managers can do the reverse

Managers tend to earn more as their

responsibilities and accountabilities increase


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Challenges Managers Face Ethics

Increased emphasis on ethics education inuniversity and college curriculums

Increased creation and use of codes of ethics bybusinesses

Corporate Social ResponsibilityPursuing long-term goals that are good for

society


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Corporate Social Responsibility

The Classical View

Maximize profits for the benefit of the stockholders

Doing social good unjustifiably increases costs


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What Is Social Responsibility?(contd)

The Socio-economic View

Management should also protect and improvesocietys welfare

Corporations are responsible not only tostockholders

Firms have a moral responsibility to largersociety to do the right thing


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Exhibit 1.7 Approaches to Social Responsibility

DefensiveApproach

Minimalcommitment

to socialresponsibility

AccommodativeApproach

Moderatecommitment


ProactiveApproach

Strongcommitment


ObstructionistApproach

Disregardfor social

responsibility

No Social Responsibility High Social Responsibility


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Workforce Diversity

Workforce diversity

Refers to employees in organizations who are

heterogeneous in terms of gender, race, ethnicity,

or other characteristics

A global issue

Canada recognizes and celebrates differences

Managers must make organizations more accommodating


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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

Self-employment Management is also important in running your own

business


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Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Fundamentals of Management, Fifth Canadian Edition 1-42

Exhibit 1.8 Universal Need for

Management

All Sizes of Organizations

Small Large

All Types of Organizations

Profit Not-for-Profit

All Organization Levels

Bottom Top

Management

Is Neededin...

All Organizational AreasManufacturing Marketing

Human ResourcesAccountingInformation Systemsetc.

chapter 1 manager & managing

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