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Management, 9/e John R. Schermerhorn, Jr.
Introducing Management
Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc.
Plannin Pla nning g Ahead — Cha Chapter pter 1 Stud Study y Questio Questions ns
What
are the challenges of working in the new economy? What are organizations like in the Who
are managers and what do they do? What is the management process? How do you learn the essential managerial skills and competencies? competencies?
Overview of the New Workplace
A highly competitive global economy has created unparalleled opportunities and unprecedented uncertainties. Smart people and smart organizations create . Companies with a future are committed to people. Companies with a future have high performance expectations and provide supportive work environments. High performing companies gain extraordinary results from people.
Study Question 1: What are the challenges of working in the new economy?
Intellectual capital …
People are the the ultimate foundations of organizational performance. brainpower or shared knowledge of a workforce that can be used to create value. A knowledge worker adds to the intellectual capital of an organization.
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.
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 Increasing demand for knowledge workers with the skills to fully use u se technology.
Study Question 1: What are the challenges of working in the new economy? Diversity
…
Workforce diversity reflects differences with respect to , , , , religion, sexual orientation, and able-bodiedness. A diverse and multicultural workforce both challenges and offers opportunities to employers.
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
Study Question 1: What are the challenges of working in the new economy?
Ethics
Code of moral principles that set standards of conduct.
businesses:
Integrity and ethical leadership Natural environment Consumer protection Human rights
Study Question 1: What are the challenges of working in the new economy?
Corporate governance
Active oversight of management decisions and company actions by board of
More emphasis today on restoring strength of corporate governance:
Enron, WorldCom, Arthur Anderson failures Boards to hold management more accountable for ethical and socially responsible behavior
Study Question 1: What are the challenges of working in the new economy?
Careers …
Core workers, contract workers, and part-time workers. of these types of workers. People must make sure that their skills are portable and of current value in employment markets.
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
Study Question 2: What are organizations like in the new workplace?
Organization
A collection of people working together to ac ach hieve eve a common
ur ose.
Organizations provide useful goods and/or services that return value to society and satisfy customer needs.
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.
Figu Fi gure re 1.1 1.1 Or Organ ganiz izati ation ons s as open open syste systems. ms.
Study Question 2: What are organizations like in the new workplace?
Organizational performance “Value creation” is a very important notion for organizations. Valu lue e is is cre creat ated ed when when an or aniz anizat atio ion’ n’s s Va operations adds value to the original cost of resource inputs. When value creation occurs:
Businesses earn a profit. Nonprofit organizations add wealth to society.
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 u za on a en n o accoun . An output measure of task or goal accomplishment.
Performance efficiency
An input measure of the resource costs associated with goal accomplishment. a ccomplishment.
Figure 1.2 Pro Figure Produc ductivi tivity ty and the dime dimensi nsions ons of of organizational performance.
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 “command-and-control” “command-and-control”
Preeminence of technology Embrace of networking New workforce expectations Concern for work-life balance Focus on speed
Study Question 3: Who are managers and what do they do?
Importance of human resources and managers …
People are not ‘costs to be controlled.’
High performing organizations treat people as valuable strategic assets.
Managers must ensure that people are treated as strategic assets.
Study Question 3: Who are managers and what do they do?
A manager is a person in an organization who directly supports and helps activate the work efforts and per ormance accomp is ments o others.
The people who managers help are the ones whose tasks represent the real work of the organization.
Study Question 3: Who are managers and what do they do?
Levels of management
Top Top man manage agers rs — resp respon onsi sibl ble e for for performance of an organization as a whole . Middle Middle manager managers s — in charg charge e of of relati relativel vely y large departments or divisions. Team Team leade leaders rs or superv superviso isors rs — in charg charge e of a small work group of non-managerial workers.
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 . Appraise performance and counsel team members. Recommend pay raises and new assignments. Recruit, develop, and train team members.
Study Question 3: Who are managers and what do they do?
Responsibilities of team leaders (cont.): Encourage high performance and . 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.
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 . 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 n onprofit organizations.
Study Question 3: Who are managers and what do they do?
Managerial performance and accountability
Accountability is the requirement of one pers erson to answer to a g er authority for relevant performance results. Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work.
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
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.
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.
Figure 1.3 The org Figure organiz anizatio ation n viewed viewed as an upsid upsideedown pyramid.
Study Question 4: What is the management process?
Management is the process of planning, organizing, leading, and controlling the use of resources to accomp is per ormance goa s.
All managers are responsible for the four functions.
The functions are carried on continually.
Figu Fi gure re 1.4 1.4 Fo Four ur funct functio ions ns of man manage ageme ment. nt.
Study Question 4: What is the management process?
Functions of management …
Planning
The process of setting objectives and to accomplish them.
Organizing
The process of assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans.
Study Question 4: What is the management process?
Functions of management …
Leading
The process of arousing people’s efforts to fulfill plans and accomplish objectives.
Controlling
The process of measuring work performance, comparing results to objectives, objectives, and taking corrective action as needed.
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.
Figur Fi gure e 1.5 Mi Mint ntzbe zberg rg’s ’s 10 Mana Manager geria iall Roles. Roles.
Study Question 4: What is the management process?
Characteristics of managerial work
Managers work long hours. Managers work at an intense pace. anagers wor a ragmen e an varied tasks. Managers work with many communication media. Managers work largely through interpersonal relationships.
Study Question 4: What is the management process?
Managerial agendas and networks
Agenda setting
Development of action priorities for one’s 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.
Study Question 4: What is the management process?
Lifelong learning
The process of continuously learning opportunities. Career success depends on real commitment to learning. Not just formal classroom learning.
Study Question 5: How do you learn the essential managerial skills and competencies?
Essential managerial skills
Skill — the ability ability to translate translate knowledge knowledge into action that results in desired performance. Tech Techni nica call ski skill ll — the abil abilit ity y to appl apply y a spec specia iall proficiency or expertise to perform particular tasks. Human Human skil skilll — the abil ability ity to to work work well well in coop co oper erat atio ion n with with other others. s. Conc Concep eptua tuall skil skilll — the abil abilit ity y to thin think k crit critic ical ally ly and analytically to solve complex problems.
Figure Fig ure 1.6 Kat Katz’s z’s Ess Essenti ential al Manag Manageria eriall Skill Skills. s.
Study Question 5: How do you learn the essential managerial skills and competencies?
Managerial competency …
A skill-based capability that contributes to high performance in a management . Managerial competencies are implicit in:
Planning, organizing, leading, and controlling. Informational, interpersonal, and decisional roles. Agenda setting and networking.
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
Figure Figur e 1.7 1.7 Un Unde derst rstand andin ing g Manag Managem ement ent fro from m Theory to Practice.
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