This action might not be possible to undo. Are you sure you want to continue?
© 2003 Pearson Education Canada Inc. 1.1
• You should be able to: – Explain what a manager is and how the role of a manager has changed – Define management – Distinguish between efficiency and effectiveness – Describe the basic management functions and the management process – Identify the roles performed by managers
© 2003 Pearson Education Canada Inc. 1.2
3 .LEARNING OBJECTIVES (continued) • You should be able to: – Describe the skills managers need – Explain what managers do using the systems perspective – Identify what managers do using the contingency perspective – Describe what an organization is and how the concept of an organization has changed – Explain the value of studying management © 2003 Pearson Education Canada Inc. 1.
1.WHO ARE MANAGERS? • Manager – Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals – Changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees © 2003 Pearson Education Canada Inc.4 .
manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization’s products Middle managers . 1.WHO ARE MANAGERS? (continued) • Managerial Titles – – – First-line managers .responsible for making organizationwide decisions and establishing the plans and goals that affect the entire organization © 2003 Pearson Education Canada Inc.5 .all managers between the first-line level and the top level of the organization who manage first line managers Top managers .
6 .ORGANIZATIONAL LEVELS (Exhibit 1. 1.1) Top Managers Middle Managers First-line Managers Non-managerial Employees © 2003 Pearson Education Canada Inc.
WHAT IS MANAGEMENT? • Management – The process of coordinating work activities so that they are completed efficiently and effectively with and through other people – Elements of definition • Process .distinguishes a managerial position from a non-managerial one © 2003 Pearson Education Canada Inc. 1.7 .represents ongoing functions or primary activities engaged in by managers • Coordinating .
getting the most output from the least amount of inputs – “doing things right” – concerned with means • Effectiveness . 1.completing activities so that organizational goals are attained – “doing the right things” – concerned with ends © 2003 Pearson Education Canada Inc.8 .WHAT IS MANAGEMENT? (continued) • Management (continued) – Elements of definition (continued) • Efficiency .
1.EFFICIENCY AND EFFECTIVENESS IN MANAGEMENT (Exhibit 1.2) Efficiency (Means) Resource Usage Low Waste Effectiveness (Ends) Goal Attainment High Attainment Management Strives For: Low resource waste (high efficiency) High goal attainment (high effectiveness) © 2003 Pearson Education Canada Inc.9 .
defining goals.motivating subordinates and influencing individuals or teams Controlling . .monitoring actual performance against goals 1. who is to do them. establishing strategies for achieving those goals.determining what tasks are to be done. and developing plans to integrate and coordinate activities Organizing .WHAT DO MANAGERS DO? • Management Functions – – – – Planning . and where decisions are to be made Leading . how the tasks are to be grouped.10 © 2003 Pearson Education Canada Inc. who reports to whom.
organize.WHAT DO MANAGERS DO? (continued) • Management Process – Management process • • Set of ongoing decisions and work activities in which managers engage as they plan. lead.11 . and control Managerial activities are usually done in a continuous manner © 2003 Pearson Education Canada Inc. 1.
1. and disseminating information • Decisional .12 . collecting.involve people and duties that are ceremonial and symbolic in nature • Informational .WHAT DO MANAGERS DO? (continued) • Management Roles – Specific categories of managerial behaviour • Interpersonal .revolve around making choices – Emphasis that managers give to the various roles seems to change with their organizational level © 2003 Pearson Education Canada Inc.involve receiving.
13 .MINTZBERG’S MANAGERIAL ROLES (Exhibit 1. 1.4) © 2003 Pearson Education Canada Inc.
14 .knowledge of and proficiency in a certain specialized field Human . 1.ability to think and to conceptualize about abstract and complex situations • see the organization as a whole • understand the relationships among subunits • visualize how the organization fits into its broader environment © 2003 Pearson Education Canada Inc.WHAT DO MANAGERS DO? (continued) • Management Skills – – – Technical .ability to work well with other people both individually and in a group Conceptual .
15 .SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS (Exhibit 1. 1.5) © 2003 Pearson Education Canada Inc.
1.dramatically interact with their environment © 2003 Pearson Education Canada Inc.16 .a system that is not influenced by and does not interact with its environment Open system .a set of interrelated and interdependent parts arranged in a manner that produces a unified whole Closed system .WHAT DO MANAGERS DO? (continued) • Managing Systems – – – System .
THE ORGANIZATION AS AN OPEN SYSTEM (Exhibit 1.7) Environment System Inputs Raw materials Human resources Capital Technology Information Transformation Employee’s work activities Management activities Technology and operations methods Outputs Products and services Financial results Information Human results Feedback Environment © 2003 Pearson Education Canada Inc. 1.17 .
WHAT DO MANAGERS DO? (continued) • Managing Systems (continued) – – Managers must • coordinate various work activities • ensure that interdependent parts work together • recognize and understand the impact of various external factors Decisions and actions taken in one organizational area will affect other areas and vice versa © 2003 Pearson Education Canada Inc.18 . 1.
19 .WHAT DO MANAGERS DO? (continued) • Managing in Different and Changing Situations – Contingency perspective . 1.different ways of managing are required in different organizations and different circumstances – No simple or universal rule for managers to follow – Requires that managers’ actions be appropriate for the situation © 2003 Pearson Education Canada Inc.
20 .8) © 2003 Pearson Education Canada Inc. 1.POPULAR CONTINGENCY VARIABLES (Exhibit 1.
1.WHAT IS AN ORGANIZATION? • Organization – – – Deliberate arrangement of people to accomplish some specific purpose Characteristics of an organization • distinct purpose • deliberate structure • people Today’s organizations have adopted: • flexible work arrangements • open communications • greater responsiveness to changes © 2003 Pearson Education Canada Inc.21 .
1.9) Distinct Purpose Deliberate Structure People © 2003 Pearson Education Canada Inc.22 .CHARACTERISTICS OF AN ORGANIZATION (Exhibit 1.
THE CHANGING ORGANIZATION (Exhibit 1. 1.10) © 2003 Pearson Education Canada Inc.23 .
have vested interest in improving management © 2003 Pearson Education Canada Inc.WHY STUDY MANAGEMENT? • Universality of Management – Management is needed • • • in all types and sizes of organizations at all organizational levels in all work areas – Management functions must be performed in all organizations • consequently. 1.24 .
11) © 2003 Pearson Education Canada Inc.UNIVERSAL NEED FOR MANAGEMENT (Exhibit 1. 1.25 .
26 . 1.WHY STUDY MANAGEMENT? (continued) • The Reality of Work – Most people have some managerial responsibilities – Most people work for a manager • Rewards of being a manager – Create an environment that allows others to do their best work – Provide opportunities to think creatively – Help others find meaning and fulfillment – Meet and work with a variety of people © 2003 Pearson Education Canada Inc.
Being a manager is hard work .27 . 1.Must motivate workers in the face of uncertainty © 2003 Pearson Education Canada Inc.WHY STUDY MANAGEMENT? (continued) • Challenges of being a manager .Must deal with a variety of personalities .
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue listening from where you left off, or restart the preview.