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Management, 10/e John R. Schermerhorn, Jr .
Chapter 1: Introducing Management
Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc.
Planning Ahead ² Chapter 1 Study Questions
What
are the challenges of working in the new economy? What are organizations like in the new workplace? Who are managers and what do they do? What is the management process? How do you learn the essential managerial skills and competencies? Management 10/e - Chapter 1
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Planning Ahead ² Chapter 1 Study Questions
What
are the challenges of working in the new economy? What are organizations like in the new workplace? Who are managers and what do they do? What is the management process? How do you learn the essential managerial skills and competencies? Management 10/e - Chapter 1
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Over view
of the New Workplace
The dynamics of ever-present change extend into the workplace and raise a host of new career challenges.
Smart people commit their energies and intellect to continuous learning and personal development. Companies with a future are committed to people. Companies with a future offer inspirational leadership, reward and respect people, and provide supportive work environments. High performing companies gain extraordinary results from people.
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Study Question 1: What are the challenges of working today?
Talent «
People and their talents are the the ultimate foundations of organizational performance. Intellectual capital is the collective brainpower or shared knowledge of a workforce that can be used to create value. A knowledge worker¶s mind is a critical asset to employers and adds to the intellectual capital of an organization. Management 10/e - Chapter 1
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Study Question 1: What are the challenges of working in the new economy?
Diversity
«
Workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and ablebodiedness.
A diverse and multicultural workforce both challenges and offers opportunities to employers. Many call diversity a ³business imperative´ and view it as an asset
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Study Question 1: What are the challenges of working in the new economy?
How
diversity bias can occur in the workplace:
Prejudice
Discrimination
Glass ceiling effect
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Study Question 1: What are the challenges of working in the new economy?
Globalization «
National boundaries of world business have largely disappeared. Globalization is the worldwide interdependence of resource flows, product markets, and business competition that characterize the new economy.
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Study Question 1: What are the challenges of working in the new economy?
Technology «
Continuing transformation of the modern workplace through: The Internet World Wide Web Computer networking Information technology Telecommuting/virtual teaming/mobile offices Increasing demand for knowledge workers with the skills to fully use technology.
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Study Question 1: What are the challenges of working in the new economy?
Ethics
Code of moral principles that set standards of conduct of what is good and right.
Ethical expectations for modern businesses:
Integrity and ethical leadership at all levels Sustainable development Natural environment protection Consumer protection Human rights Management 10/e - Chapter 1
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Study Question 1: What are the challenges of working in the new economy?
Careers «
Core workers, contract workers, and part-time workers. People must be prepared to be any one of these types of workers. People must make sure that their skills are portable and of current value in employment markets.
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Study Question 2: What are organizations like in the new workplace?
Critical skills for success in the new workplace «
Mastery Contacts Entrepreneurship Love of technology Marketing Passion for renewal
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Study Question 2: What are organizations like in the new workplace?
Organization
A collection of people working together to achieve a common purpose.
Organizations provide useful goods
and/or services that return value to society and satisfy customer needs.
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Study Question 2: What are organizations like in the new workplace?
Organizations are open systems
Composed of interrelated parts that function together to achieve a common purpose. Interact with their environments. Transform resource inputs into product outputs (goods and services). Environmental feedback tells organization how well it is meeting the needs of customers and society.
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Figure
1.1
Organizations
as open systems.
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Study Question 2: What are organizations like in the new workplace?
Organizational performance
³Value creation´ is a very important notion for organizations. Value is created when an organization¶s operations adds value to the original cost of resource inputs. When value creation occurs: Businesses earn a profit. Nonprofit organizations add wealth to society.
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Study Question 2: What are organizations like in the new workplace?
Organizational performance
Productivity
Performance effectiveness
An overall measure of the quantity and quality of work performance with resource utilization taken into account. An output measure of task or goal accomplishment.
Performance efficiency
An input measure of the resource costs associated with goal accomplishment. Management 10/e - Chapter 1
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1.2 Productivity and the dimensions of organizational performance. Figure
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Study Question 2: What are organizations like in the new workplace?
Workplace changes that provide a context for studying management «
Belief in human capital Demise of ³command-and-control´ Emphasis on teamwork Preeminence of technology Embrace of networking New workforce expectations Concern for work-life balance Focus on speed
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Study Question 3: Who are managers and what do they do?
Importance of human resources and managers «
People are not µcosts to be controlled.¶
High performing organizations treat people as valuable strategic assets.
Managers must ensure that people are treated as strategic assets.
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Study Question 3: Who are managers and what do they do?
Manager directly supports and helps activate the work efforts and performance accomplishments of others.
the people who managers help are the ones whose tasks represent the real work of the organization.
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Study Question 3: Who are managers and what do they do?
Levels of management
Top managers ² responsible for performance of an organization as a whole or for one of its larger parts.
Middle managers ² in charge of relatively large departments or divisions. Team leaders or supervisors ² in charge of a small work group of non-managerial workers. Management 10/e - Chapter 1
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1.3 Management levels in a typical business and nonprofit organizations Figure
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Study Question 3: Who are managers and what do they do?
Responsibilities of team leaders: Plan meetings and work schedules. Clarify goals and tasks, and gather ideas for improvement. Appraise performance and counsel team members. Recommend pay raises and new assignments. Recruit, train, and develop team members.
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Study Question 3: Who are managers and what do they do?
Responsibilities of team leaders (cont.):
Encourage high performance and teamwork.
Inform team members about organizational goals and expectations. Inform higher levels of work unit needs and accomplishments. Coordinate with others teams and support the rest of the organization.
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Study Question 3: Who are managers and what do they do?
Types of managers
Line managers are responsible for work activities that directly affect organization¶s outputs. Staff managers use technical expertise to advise and support the efforts of line workers. Functional managers are responsible for a single area of activity. General managers are responsible for more complex units that include many functional areas. Administrators work in public and nonprofit organizations.
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Study Question 3: Who are managers and what do they do?
Managerial performance and accountability
Accountability is the requirement of one person to answer to a higher authority for relevant performance results. Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work.
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Study Question 3: Who are managers and what do they do?
Quality of work life (QWL)
An indicator of the overall quality of human experiences in the workplace. QWL indicators: Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individual rights Pride in work itself and in the organization
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Study Question 3: Who are managers and what do they do?
High performing managers «
Are well informed of their team¶s needs.
Work alongside those they supervise.
Provide advice and develop support for their team.
Help their people perform to the best of their abilities.
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Study Question 3: Who are managers and what do they do?
The organization as an upside-down
pyramid «
Each individual is a value-added
worker.
A manager¶s job is to support workers¶ efforts. The best managers are known for
helping and supporting. Management 10/e - Chapter 1
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1.4 The organization viewed as an upsidedown pyramid. Figure
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Study Question 4: What is the management process?
Managers achieve high performance for their organizations by best utilizing its human and material resources.
Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals.
All managers are responsible for the four functions.
The functions are carried on continually. Management 10/e - Chapter 1
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Figure
1.5
Four
functions of management.
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Study Question 4: What is the management process?
Functions of management «
Planning
The process of setting objectives and determining what actions should be taken to accomplish them.
Organizing
The process of assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans.
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Study Question 4: What is the management process?
Functions of management « Leading
The process of arousing people¶s enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives.
Controlling
The process of measuring work performance, comparing results to objectives, and taking corrective action as needed.
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Study Question 4: What is the management process?
Managerial activities and roles « Interpersonal roles
Informational roles
Involve interactions with persons inside and outside the work unit. Involve giving, receiving, and analyzing of information.
Decisional roles
Involve using information to make decisions in order to solve problems or address opportunities. Management 10/e - Chapter 1
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Figure
1.6 Mintzberg¶s 10 Managerial Roles.
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Study Question 4: What is the management process?
Characteristics of managerial work
Managers work long hours. Managers work at an intense pace. Managers work at fragmented and varied tasks. Managers work with many communication media. Managers work largely through interpersonal relationships. Management 10/e - Chapter 1
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Study Question 4: What is the management process?
Managerial agendas and networks
Agenda setting
Development of action priorities for one¶s job.
Include goals and plans that span long and short time frames.
Networking
Process of building and maintaining positive relationships with people whose help may be needed to implement one¶s work agendas. Management 10/e - Chapter 1
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Study Question 4: What is the management process?
Learning The change in a behavior that results from experience
Lifelong learning
The process of continuously learning from daily experiences and opportunities. Career success depends on real commitment to learning. Not just formal classroom learning.
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Study Question 5: How do you learn the essential managerial skills and competencies?
Essential managerial skills
Skill ² the ability to translate knowledge into action that results in desired performance. Technical skill ² the ability to apply a special proficiency or expertise to perform particular tasks.
Human or interpersonal skill ² the ability to work well in cooperation with others.
Emotional intelligence is the ability to manage ourselves and relationships effectively
Conceptual skill ² the ability to think critically and analytically to solve complex problems.
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Figure
1.7 Katz¶s Essential Managerial Skills.
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Study Question 5: How do you learn managerial skills and competencies?
Managerial competency «
A skill-based capability that contributes to high performance in a management job. Managerial competencies are implicit in:
Planning, organizing, leading, and controlling. Informational, interpersonal, and decisional roles. Agenda setting and networking. Management 10/e - Chapter 1
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Study Question 5: How do you learn the essential managerial skills and competencies?
Competencies for managerial success:
Communication
Teamwork
Self-management
Leadership
Critical thinking
Professionalism Management 10/e - Chapter 1
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1.8 Learning model for de veloping managerial skills and competencies. Figure
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