Bab 1-Introduction to Management

8/3/2019 Bab 1-Introduction to Management

1/32

1-1

Chapter 1

Introduction to

Management and Organizations


2/32

1-2

Learning OutlineAfter you read this chapter you should know the following

learning objectives:

#1: What Makes Someone A Manager?

#2: What Is Management and What DoManagers Do?

#3: What Characteristics Define AnOrganization?

#4: What Are The Challenges To

Managing? #5: Does Studying Management Make A

Difference?


3/32

1-3

Defining the Managers Terrain

Managers:

Coordinate work activities to achieve organizationalgoals.

Their ability to act is affected by both the internal culture

of the organization and the constraints of the external

environment including the global environment.


4/32

1-4

Defining the Managers Terrain

Managers:

Also deal with complicated ethical and social

responsibility issues as they plan, organize,

lead and control.


5/32


6/32

1-6

Who Are Managers?

Manager

Someone who works with and through other

people by coordinating their work activities inorder to accomplish organizational goals


7/32

1-7

Types of Managers

First-line Managers Managers at the lowest level manage the work of non-

managerial employees directly or indirectly involved withthe production or creation of the organizations products.

Middle Managers Managers between the first-line level and the top level of

the organization who manage the work of first-linemanagers

Top Managers Managers at or near the top level are responsible for

making organization-wide decisions and establishingplans and goals affecting the entire organization


8/32

1-8

Exhibit 1.1 Managerial Levels

Top

ManagersMiddle Managers

First-Line Managers

Nonmanagerial Employees

Top

ManagersMiddle Managers

First-Line Managers

Nonmanagerial Employees


9/32

1-9

Efficiency and Effectiveness

Managerial Concerns

Efficiency

Doing things right

Getting the most output from the least amount of

inputs

Effectiveness

Doing the right things

Completing activities so that organizational

goals are achieved


10/32

1-10

Exhibit 1.2 Efficiency and

Effectiveness in Management

GoalAttainment

Effectiveness (Ends)

ResourceUsage

Management Strives for:Low Resource Waste (high efficiency)

High Goal Attainment (high effectiveness)

Efficiency (Means)

Low Waste High Attainment


11/32

1-11

Management Functions

According to the functions approach, managers

perform certain activities or duties as they

efficiently and effectively coordinate the work

of others.

Henry Fayol first proposed that all managers

perform five functions: planning, organizing,

commanding, coordinating and controlling.


12/32

1-12

Exhibit 1.3 Management Functions

Planning

Defining goals,

establishingstrategy, anddevelopingsub-plans tocoordinateactivities

Lead to

Organizing

Determining

what needsto be done,how it willbe done, andwho is to do it

Leading

Directing and

motivating allinvolved partiesand resolvingconflicts

Controlling

Monitoring

activitiesto ensurethat they areaccomplishedas planned

Achieving theorganizations

statedpurpose


13/32

1-13

Management Roles

Henry Mintzbergs Management Roles Approach

(Exhibit 1.4)

Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator, spokesperson

Decisional roles

Entrepreneur, disturbance handler, resource allocator,

negotiator


14/32

1-14

Management Roles

Robert Katz Management Skills Approach

Technical skills

Knowledge and proficiency in a specific field

Human skills

The ability to work well with other people

Conceptual skills

The ability to think and conceptualize about abstract and

complex situations concerning the organization


15/32

1-15

Exhibit 1.5 Skills Needed at Different

Management Levels

TopManagers

MiddleManagers

Lower-level

Managers

Importance

Conceptual

SkillsHumanSkills

TechnicalSkills


16/32

1-16

What Is an Organization?

An Organization Defined

A deliberate arrangement of people who act

together to accomplish some specific purpose

Common Characteristics of Organizations

Distinct purpose

Composed of people

Deliberate structure


17/32

1-17

Exhibit 1.6 Characteristics of

Organizations

DeliberateStructure

DistinctPurpose

People

DeliberateStructure

DistinctPurpose

People


18/32

1-18

Exhibit 1.7 The Changing

OrganizationTraditional Stable

Inflexible

Job-focused

Work is defined by job positions Individual-oriented

Permanent jobs

Command-oriented

Managers always make decisions

Rule-oriented

Relatively homogeneous workforce Workdays defined as 9 to 5

Hierarchical relationships

Work at organizational facilityduring specific hours

New Organization Dynamic

Flexible

Skills-focused

Work is defined in terms of tasks to bedone

Team-oriented

Temporary jobs

Involvement-oriented

Employees participate in decisionmaking

Customer-oriented

Diverse workforce

Workdays have no time boundaries

Lateral and networked relationships

Work anywhere, anytime


19/32

1-19

The Types of Organizations

Managers and employees work in a variety of sizes of

organizations

Large organizations represent only 2% of the organizations in

Canada

Small business represent 98% of all Canadian companies Managers and employees work in a variety of organizations, and

the type of organization has an impact on what managers can do

Publicly held organizations

Privately held organizations

Public sector organizations

Crown Corporations

Subsidiaries of foreign organizations (e.g., Sears, Safeway,

General Motors, and Ford Motor Company)


20/32

1-20

Challenges to Managing

Ethics

Rules and principles that define right and wrong

behaviour Increased emphasis on ethics education seen in

university and college curriculums

Increased creation and use of codes of ethics by

businesses currently


21/32

1-21


Workforce Diversity

The mix of people in organizations in terms of

gender, race, ethnicity, disability, sexual

orientation, age, demographic characteristicssuch as education and socio-economic status


22/32

1-22


Globalization

Management in international organizations

Political and cultural challenges of operating in aglobal market


23/32

1-23


Managing in an E-Business World

The work performed by an organization using

electronic linkages to its key constituencies E-commerce: the sales and marketing component

of an e-business

Categories ofE-businesses

E-businessenhanced organization E-businessenabled organization

Total e-business organization


24/32

1-24

Exhibit 1.8 Categories of

E-Business Involvement

E-business units withintraditional organization

E-BusinessEnhancedOrganization

E-business tools andapplications usedwithin traditional

organization

E-BusinessEnabled

Organization

Organizations entirework processes revolve

around e-business model

Total E-BusinessOrganization


25/32

1-25


Customers

Customers have more opportunities than ever

before Delivering consistent high-quality service is

essential

Managers need to create customer-responsive

organizations


26/32

1-26


Innovation

Nothing is more risky than not innovating

Doing things differently, exploring new territory,and taking risks

Managers need to encourage all employees to be

innovative


27/32

1-27


Knowledge Management

The cultivation of a learning culture where

organizational members systematically gatherand 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


28/32

1-28

Exhibit 1.9 Learning Organization vs.

Traditional Organization


29/32

1-29

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

Self-employment

Running your own business rather than working for

someone else


30/32

1-30

Exhibit 1.10 Universal Need for

Management

All Sizes of Organizations

Small Large

All Types of Organizations

Profit Not-for-Profit

All Organization Levels

Bottom Top

ManagementIs Needed

in...

All Organizational AreasManufacturing Marketing

Human Resources AccountingInformation Systems etc.


31/32

1-31

Summary and Implications

What makes someone a manager?

Managers work with and through other people by

coordinating employee work activities in order toaccomplish organizational goals.

What is management and what do managers

do?

Management is coordinating work activities so

that they are done efficiently and effectively.


32/32

1-32

Summary and Implications

What characteristics define an organization?

Managers work in a variety of organizations both large

and small within various industries

What are the challenges to managing?

The greatest managerial challenge is the crisis in ethical

responsibility damaging todays organizations

Does studying management make a difference?

Understanding management helps us to improve

organizations

Bab 1-Introduction to Management

Documents

Transcript of Bab 1-Introduction to Management