PowerPoint Presentation to Accompany Chapter 1 of

Management, 8/e
John R. Schermerhorn, Jr.
Prepared by: Michael K. McCuddy Valparaiso University Published by: John Wiley & Sons, Inc.

Planning Ahead — 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 8/e - Chapter 1
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Overview of the New Workplace
 A highly competitive global economy has created

   

unparalleled opportunities and unprecedented uncertainties. Smart people and smart organizations create their own futures. 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.
Management 8/e - Chapter 1
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Study Question 1: What are the challenges of working in the new economy?  Intellectual capital … – People are the the ultimate foundations of organizational performance. Management 8/e . – A knowledge worker adds to the intellectual capital of an organization.Chapter 1 4 . – Intellectual capital is the collective brainpower or shared knowledge of a workforce that can be used to create value.

and business competition that characterize the new economy.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.Chapter 1 5 . Management 8/e . product markets.

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 Computers Information technology – Increasing demand for knowledge workers with the skills to fully utilize technology.Chapter 1 6 . Management 8/e .

Chapter 1 7 . age. Management 8/e . – 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?  Diversity … – Workforce diversity reflects differences with respect to gender. religion. and able-bodiedness. race. sexual orientation. ethnicity.

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 Management 8/e .Chapter 1 8 .

Study Question 1: What are the challenges of working in the new economy?  Ethics – Code of moral principles that set standards of conduct.  Ethical expectations for modern businesses: – Integrity and ethical leadership – Natural environment – Consumer protection – Human rights Management 8/e .Chapter 1 9 .

– People must be prepared to be any one of these types of workers.Study Question 1: What are the challenges of working in the new economy?  Careers … – Core workers. – People must make sure that their skills are portable and of current value in employment markets. contract workers. and part-time workers. Management 8/e .Chapter 1 10 .

Chapter 1 11 .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 Management 8/e .

Study Question 2: What are organizations like in the new workplace?  Organization – A collection of people working together to achieve a common purpose.Chapter 1 12 . – Organizations provide useful goods and/or services that return value to society and satisfy customer needs. Management 8/e .

– Interact with their environments. – Transform resource inputs into product outputs (goods and services). Management 8/e .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.Chapter 1 13 . – Environmental feedback tells organization how well it is meeting the needs of customers and society.

Management 8/e . • Nonprofit organizations add wealth to society. – When value creation occurs: • Businesses earn a profit. – Value is created when an organization’s operations adds value to the original cost of resource inputs.Study Question 2: What are organizations like in the new workplace?  Organizational performance – ―Value creation‖ is a very important notion for organizations.Chapter 1 14 .

– Performance effectiveness • An output measure of task or goal accomplishment. – Performance efficiency • An input measure of the resource costs associated with goal accomplishment. Management 8/e .Study Question 2: What are organizations like in the new workplace?  Organizational performance – Productivity • An overall measure of the quantity and quality of work performance with resource utilization taken into account.Chapter 1 15 .

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‖ Emphasis on teamwork Preeminence of technology Embrace of networking New workforce expectations Concern for work-life balance Focus on speed Management 8/e .Chapter 1 16 .

– Managers must ensure that people are treated as strategic assets.Study Question 3: Who are managers and what do they do?  Importance of human resources and managers … – ―Toxic workplaces‖ treat employees as costs. – High performing organizations treat people as valuable strategic assets.Chapter 1 17 . Management 8/e .

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 performance accomplishments of others.Chapter 1 18 . Management 8/e .  The people who help managers are the ones whose tasks represent the real work of the organization.

– Team leaders or supervisors — in charge of a small work group of non-managerial workers.Study Question 3: Who are managers and what do they do?  Levels of management – Top managers — responsible for performance of an organization as a whole or for one of its larger parts.Chapter 1 19 . Management 8/e . – Middle managers — in charge of relatively large departments or divisions.

– Appraise performance and counsel team members.Chapter 1 20 . – Clarify goals and tasks. – Recommend pay raises and new assignments. develop. Management 8/e . and gather ideas for improvement. – Recruit.Study Question 3: Who are managers and what do they do?  Responsibilities of team leaders: – Plan meetings and work schedules. and train team members.

– Coordinate with others teams and support the rest of the organization.Study Question 3: Who are managers and what do they do?  Responsibilities of team leaders (cont. – Inform higher levels of work unit needs and accomplishments. Management 8/e . – Inform team members about organizational goals and expectations.): – Encourage high performance and teamwork.Chapter 1 21 .

– Administrators work in public and nonprofit organizations. Management 8/e . – Staff managers use technical expertise to advise and support the efforts of line workers. – General managers are responsible for more complex units that include many functional areas.Chapter 1 22 .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. – Functional managers are responsible for a single area of activity.

– Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work. Management 8/e .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.Chapter 1 23 .

– 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 Management 8/e .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.Chapter 1 24 .

– Create a work environment that is performance- driven and provides satisfaction for workers.Study Question 3: Who are managers and what do they do?  High performing managers … – Build working relationships with others. Management 8/e .Chapter 1 25 . – Help others develop their skills and performance competencies. – Foster teamwork.

– A manager’s job is to support workers’ efforts.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. 26 Management 8/e .Chapter 1 . – The best managers are known for helping and supporting.

and controlling the use of resources to accomplish performance goals.  All managers are responsible for the four functions.Chapter 1 27 . leading.  The functions are carried on continually.Study Question 4: What is the management process?  Management is the process of planning. organizing. Management 8/e .

– Organizing • The process of assigning tasks.Chapter 1 28 . Management 8/e . and arranging the coordinated activities of individuals and groups to implement plans.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. allocating resources.

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. comparing results to objectives. Management 8/e .Chapter 1 29 . and taking corrective action as needed. – Controlling • The process of measuring work performance.

Decisional roles • Involve using information to make decisions in order to solve problems or address opportunities.Chapter 1 30 .Study Question 4: What is the management process?  Managerial activities and roles … – Interpersonal roles • Involve interactions with persons inside and outside the work unit. and analyzing of information. Management 8/e . – Informational roles • Involve giving. receiving.

– Managers work largely through interpersonal relationships. – Managers work with many communication media.Study Question 4: What is the management process?  Characteristics of managerial work … – Managers work long hours.Chapter 1 31 . Management 8/e . – Managers work at fragmented and varied tasks. – Managers work at an intense pace.

Management 8/e . • Include goals and plans that span long and short time frames.Chapter 1 32 .Study Question 4: What is the management process?  Managerial agendas and networks … – Agenda setting • Development of action priorities for one’s job. – Networking • Process of building and maintaining positive relationships with people whose help may be needed to implement one’s work agendas.

– Technical skill — the ability to apply a special proficiency or expertise to perform particular tasks. – Conceptual skill — the ability to think critically and analytically to solve complex problems.Study Question 5: How do you learn the essential managerial skills and competencies?  Essential managerial skills – Skill — the ability to translate knowledge into action that results in desired performance.Chapter 1 33 . Management 8/e . – Human skill — the ability to work well in cooperation with others.

– Informational. organizing. leading. and decisional roles. interpersonal.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 job. and controlling.Chapter 1 34 . – Managerial competencies are implicit in: – Planning. Management 8/e . – 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 Management 8/e .Chapter 1 35 .

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