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Robbins et al.

, Fundamentals of Management, 4th


4th Canadian
CanadianEdition
Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

 Explain what a manager is


 Define the term management
 Differentiate between efficiency and

effectiveness
 Describe the four basic management
activities
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.2

 Classify the three levels of managers and

identify the primary responsibility of each level


 Summarize the essential roles performed by
managers
 Describe the four general skills necessary for
becoming a successful manager
(continued)

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.3

The Characteristics of
an Organization
People
Purpose

Structure

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.4

A systematic arrangement of people brought together to


accomplish some specific purpose

Robbins et al., Fundamentals of Management, 4th


4th Canadian
CanadianEdition
Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

What is an enterprise?

What are the differences of an enterprise from an organization?


Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.6

Supervise
Others
Top
Managers
Middle
Managers
First-Line
Managers
Front-Line Employees

Work
on Jobs

The Levels of an Organization

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.7

- Strategic managers
- Tactical managers
- Operational managers

The Levels of an Organization


Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.8

Process of getting things done, efficiently


and effectively, through and with other
people

Robbins et al., Fundamentals of Management, 4th


4th Canadian
CanadianEdition
Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

Efficiency and Effectiveness


Ends
Effectiveness
Goals

Low
Waste

High
Attainment

Goal Attainment

Resource Usage

Means
Efficiency

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.10

Efficiency, Effectiveness, and Performance


in an Organization

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

Figure 1.1
FOM 1.11

DISCUSSION

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.12

Management Activities
Organizing

Planning

Determining what
needs to be done, in
what order, and by
whom

Defining goals and


establishing
action plans

Effective
Management
Controlling
Monitoring activities
to ensure that they
are achieving
results

Leading
Guiding and
motivating all
involved parties

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.13

Four functions of management

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.14

Four functions of management

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.15

Distribution of Managers Time


Controlling

Leading

First-level
Middle level
Top level

Organizing

Planning
0

20

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

40

60
FOM 1.16

Universality of Managers Job


 Importance of roles varies depending on level in

organization
 Managers job in for-profit and not-for-profit
organizations generally the same
 Size of organization impacts whether manager is
more of a generalist vs. more of a specialist
 Not all management concepts are universal
 Management concepts may need to be modified in
other countries
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.17

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.18

The Roles That Managers Play


Small Firms

Importance

Large Firms

High

Resource Allocator

Spokesperson

Entrepreneur
Figurehead
Leader

Moderate

Disseminator

Liaison, Monitor
Disturbance Handler
Negotiator

Entrepreneur
Low

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.19

Management Across National


Borders
 Concepts and ideas are transferable to
most English-speaking, free- market
democracies
 We will need to modify some concepts
in other countries

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.20

Managers and Decisions


In order for managers to make decisions, they need to:

 Identify critical problems


 Gather and use appropriate data
 Make sense of the information
 Choose the best course of action
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.21

Managers and Change


In order to deal with change, managers need to:

 Be change agents
 Be able to work in a dynamic
environment
 Be flexible and adaptable
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.22

General Management Skills

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.23

General Management Skills

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.24

Conceptual Skills
 Mental ability to analyze and diagnose complex
situations
 Allow Managers to see how things fit

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.25

Interpersonal Skills
 Ability to work with, understand, mentor and motivate
others
 Both individually and as a group
 Many managers fail in this

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.26

Technical Skills
 Ability to apply specialized knowledge or expertise
 Engineer, accountant, etc

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.27

Specific Management Skills


 These explain 50% of a managers effectiveness
 Controlling the organizations

environment and resources


 Organizing and coordinating
 Handling information
 Providing for growth and development
of staff
 Motivating staff and handling conflicts
 Strategic problem-solving
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.28

Management Competencies
 Initiate and implement change
 Monitor, maintain and improve performance
 Monitor and control resources
 Secure effective resource allocation
 Recruit and select staff
(continued)

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.29

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

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.30

Managers and the Changing World


Environment
 Management is no longer constrained by national
borders
 Managers need to understand what is going on in the
world
 Managers need to take into consideration different
economic, political, legal and cultural systems in other
countries

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.31

Major Environmental Changes


Affecting Managers
 Technology
 E-commerce
 E-business
 Knowledge workers


Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.32

Management from a 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 different cultures in
Canada

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.33

Importance of Managers in the


Marketplace
 Good managers can help an organization perform
successfully
 Poor managers can do the reverse
 Managers tend to earn more as their responsibilities
and accountabilities increase

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.34

Is Understanding
Management Important?
 Management affects everyone in an organization
 Poorly managed organizations will not be
successful
 A good manager is a combination of many
factors

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.35

 Why to study management?

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.36

DISCUSSION

Robbins et al., Fundamentals of Management, 4th Canadian Edition


2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.37