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Chapter 1 Managers and Managing in the 21st Century

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Organization
A systematic arrangement of people brought together to accomplish some specific purpose

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The Characteristics of an Organization


Purpose People

Structure

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Supervise Others
Top Managers

Middle Managers
First-Line Managers Front-Line Employees

Work on Jobs

The Levels of an Organization


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Management
Process of getting things done, efficiently and effectively, through and with other people

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Management Activities
Planning
Defining goals and establishing action plans

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

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

Leading
Guiding and motivating all involved parties
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Changes in Management Over Time


Scientific management--one best way General administrative theories--universal set of activities Human relations--importance of human factor Today, management is a blend scientific (efficiencies), general administrative (bureaucracy), and human relations (employees have a large impact on success of company)
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Scientific Management

Developed by Frederick Taylor One best way to get the job done Viewed workers as inefficient Promoted Four Principles

1. Develop a science for each component of work 2. Scientifically Select and Train Workers 3. Actively cooperate with workers 4. Divide work equally between workers and management
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General Administrative Theories


Developed by Fayol Described management as universal set of activities. Focuses on division of labour, clear hierarchy, rules and impersonal relations

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Human Relations

Idea surfaced in early 20th Century Focused on the notion that work was done by people Need to focus on human element Maslow and motivation and Theory X and Theory Y

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Mintzbergs Managerial Roles


Interpersonal

Decisional

Informational

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The Roles That Managers Play


Small Firms
Spokesperson

Importance
High

Large Firms
Resource Allocator

Entrepreneur Figurehead Leader

Moderate

Liaison, Monitor Disturbance Handler Negotiator

Disseminator
Low

Entrepreneur

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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

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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

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General Management Skills


CONCEPTUAL INTERPERSONAL

TECHNICAL

POLITICAL

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Conceptual Skills

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

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Interpersonal Skills

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

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Technical Skills

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

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Political Skills

Ability to enhance one position, build a power base, and establish the right connection

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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

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Management Competencies

Initiate and implement change Monitor, maintain and improve performance Monitor and control resources Secure effective resource allocation Recruit and select staff
(continued)
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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
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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
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Major Environmental Changes Affecting Managers


Technology E-commerce E-business Knowledge workers

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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

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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

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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

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