mgmt192 Chp1

Chapter 1
Introduction to Management and

Organizations
with Duane Weaver
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 1
OUTLINE
• Who are managers?

• What is management?
• What do managers do?
• What are the challenges of managing?
• Why study management?
• Submitting class exercises
Who Are Managers?
• Manager
– Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
(Robbins, et. Al, 2006, p. 7)
Types of Managers
Exhibit 1.2 Managerial Levels
Top
Top
Managers
Managers
Middle Managers
Middle Managers
First-Line Managers
First-Line Managers
Nonmanagerial Employees
Nonmanagerial Employees
What Is Management?
• Managerial Concerns
– Efficiency
• “Doing things right”
– Getting the most output
for the least input
– Effectiveness
• “Doing the right things”
– Work activities that attain
organizational goals
What Do Managers Do?
Three Approaches to describe:

• Management Functions
• Management Roles (Mintzberg)
• Management Skills
Exhibit 1.4 Management Functions
Planning Organizing Leading Controlling

Lead to
Defining goals, Determining Directing and Monitoring
establishing what needs motivating all activities Achieving the
strategy, and to be done, involved parties to ensure organization’s
developing how it will and resolving that they are stated
sub-plans to be done, and conflicts accomplished purpose
coordinate who is to do it as planned
activities
What Do Managers Do? (cont’d)
• Mintzberg’s Management Roles
Approach
(Robbins, et. al., 2006, Exhibit 1.5, p. 12)
– Interpersonal roles
• Figurehead, leader, liaison
– Informational roles
• Monitor, disseminator,
spokesperson
– Decisional roles
• Entrepreneur, disturbance handler,
resource allocator, negotiator
Exhibit 1.6 Skills Needed at Different
Management Levels
Top Conceptual
Managers Skills
Middle Human
Managers Skills
Lower-level Technical
Managers Skills
Importance
Exhibit 1.8 The Changing
Organization
Traditional New Organization
• Stable • Dynamic
• Inflexible • Flexible
• Job-focused • Skills-focused
• Work is defined by job positions • Work is defined in terms of tasks to be
• Individual-oriented done
• Permanent jobs • Team-oriented
• Command-oriented • Temporary jobs
• Managers always make decisions • Involvement-oriented
• • Employees participate in decision
Rule-oriented
making
• Relatively homogeneous • Customer-oriented
workforce
• • Diverse workforce
Workdays defined as 9 to 5
• • Workdays have no time boundaries
Hierarchical relationships
• • Lateral and networked relationships
Work at organizational facility
during specific hours • Work anywhere, anytime
Exhibit 1.9 Challenges Impacting
the Manager’s Job
Ethics
Knowledge
Management Diversity
Manager
Innovation Globalization
Customers E-Business
Challenges to Managing
• Ethics
– Increased emphasis on ethics education in
university and college curriculums
– Increased creation and use of codes of ethics by
businesses
• Workforce Diversity
– Increasing heterogeneity in the workforce
• More gender, minority, ethnic, and other forms of
diversity in employees (cultural values important)
• Biggest immediate issue? (aging pop.)
Challenges to Managing (cont’d)
• Globalization
– Management in international organizations
– Political and cultural challenges of operating in a
global market
• E-business (electronic business)

– The work performed by an organization using
electronic linkages to its key constituencies
– E-commerce: the sales and marketing component
of an e-business
• Importance of Customers
– Customers have more opportunities than ever
before
– Delivering consistent high-quality service is
essential
– Managers need to create customer-responsive
organizations
• Innovation
– Doing things differently, exploring new territory,
and taking risks
– Managers need to encourage all employees to be
innovative
• Knowledge Management
– The cultivation of a learning culture where
organizational members systematically gather
and share knowledge with others in order to
achieve better performance
• Learning Organization
– An organization that has developed the capacity
to continuously learn, adapt, and change
Exhibit 1.11 Learning Organization Vs.
Traditional Organization
Why Study Management?
• The Value of Studying Management

– The universality of management
• Good management is needed in all organizations
– The reality of work
• Employees either manage or are managed
– Entrepreneurship
• The organized effort to pursue opportunities to create
value and grow through innovation and uniqueness
Submitting Class Exercises
• Proper Format:
– Font Arial 12 pt.
– Double-spaced
– Provide a proper cover page
– Provide the answers
– Provide a reference list (Harvard Format)
• Don’t just answer the question from your head,
conduct research to prove your point. Support
your ideas with inline citations and references.
Thank You
• Come prepared next class (see outline for next

two chapters and exercise questions to prepare)

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Chapter 1

Introduction to Management and

with Duane Weaver

• Who are managers?

Three Approaches to describe:

Planning Organizing Leading Controlling

• E-business (electronic business)

• The Value of Studying Management

• Come prepared next class (see outline for next

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