“The Question” could be… What is “Management” and Why does it matter? 1-1.

““The Question” The Question” could be… could be…

What is “Management” What is “Management” and and

Why does it matter?Why does it matter?

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But perhaps it should really But perhaps it should really be… be…

How do we make How do we make ANYTHING ANYTHING

(of importance or substance)(of importance or substance)

happen?happen?

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From: From: http://www.culturefocus.com/egypt.htm

Copyright: Steve UnderwoodCopyright: Steve Underwood

Vancouver Island Health Authority

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2010 Olympics

Chapter 1Chapter 1

Introduction to Introduction to Management and OrganizationsManagement and Organizations

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So…who are Managers? So…who are Managers? (aka “Mangers”)(aka “Mangers”)

Someone who works with and through Someone who works with and through other people by coordinating their other people by coordinating their

work activities in order to accomplish work activities in order to accomplish organizational goalsorganizational goals

Simplified, it involves people, Simplified, it involves people, activities, and goals.activities, and goals.

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Manager’s Context or “Terrain”Manager’s Context or “Terrain”

Their ability to act is affected by both the Their ability to act is affected by both the internal culture of the organization and the internal culture of the organization and the constraints of the external environment – constraints of the external environment – including the global environment.including the global environment.

Also deal with complicated ethical and Also deal with complicated ethical and social responsibility issues as they plan, social responsibility issues as they plan, organize, lead and control.organize, lead and control.

This is what we’ll explore in Week’s 2 & 3This is what we’ll explore in Week’s 2 & 31-1-88

Exhibit 1.1 Managerial LevelsExhibit 1.1 Managerial Levels

Chapter 1, Stephen P. Robbins, Mary Coulter, Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, and Nancy Langton, Management, Management, Ninth Ninth

Canadian EditionCanadian EditionCopyright © 2009 Pearson Education CanadaCopyright © 2009 Pearson Education Canada

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TopManagers

Middle Managers

First-Line Managers

Nonmanagerial Employees

TopManagers

Middle Managers

First-Line Managers

Nonmanagerial Employees

What are the Manager’s What are the Manager’s Primary Concerns?Primary Concerns?

EfficiencyEfficiency““Doing things right”Doing things right”

Getting the most output from the least amount Getting the most output from the least amount of inputsof inputs

EffectivenessEffectiveness““Doing the right things”Doing the right things”

Completing activities so that organizational Completing activities so that organizational goals are achievedgoals are achieved

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Exhibit 1.3 Management FunctionsExhibit 1.3 Management Functions

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Planning

Defining goals,establishingstrategy, anddevelopingsub-plans tocoordinateactivities

Lead toOrganizing

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

Leading

Directing andmotivating allinvolved partiesand resolvingconflicts

Controlling

Monitoringactivitiesto ensurethat they areaccomplishedas planned

Achieving theorganization’s

statedpurpose

This is the structure for our course

Other ways to look at Other ways to look at management - Rolesmanagement - Roles

Henry Mintzberg’s Management Roles Approach Henry Mintzberg’s Management Roles Approach (Exhibit 1.4)(Exhibit 1.4) Interpersonal rolesInterpersonal roles

Figurehead, leader, liaisonFigurehead, leader, liaison Informational rolesInformational roles

Monitor, disseminator, spokespersonMonitor, disseminator, spokesperson Decisional rolesDecisional roles

Entrepreneur, disturbance handler, resource allocator, Entrepreneur, disturbance handler, resource allocator, negotiatornegotiator



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Management SkillsManagement Skills

Robert Katz Management Skills ApproachRobert Katz Management Skills ApproachTechnical skillsTechnical skills

Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field

Human skillsHuman skillsThe ability to work well with other peopleThe ability to work well with other people

Conceptual skillsConceptual skillsThe ability to think and conceptualize about The ability to think and conceptualize about

abstract and complex situations concerning the abstract and complex situations concerning the organizationorganization



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Exhibit 1.5 Skills Needed at Different Exhibit 1.5 Skills Needed at Different Management LevelsManagement Levels



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TopManagers

MiddleManagers

Lower-levelManagers

Importance

ConceptualSkills

HumanSkills

TechnicalSkills

What Is an Organization?What Is an Organization?

An Organization DefinedAn Organization DefinedA deliberate arrangement of people who act A deliberate arrangement of people who act

together to accomplish some specific purposetogether to accomplish some specific purpose

Common Characteristics of OrganizationsCommon Characteristics of OrganizationsDistinct purposeDistinct purposeComposed of peopleComposed of peopleDeliberate structureDeliberate structure



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The Types of OrganizationsThe Types of Organizations Managers and employees work in a variety of sizes of Managers and employees work in a variety of sizes of

organizationsorganizations Large organizations represent only 2% of the organizations in Large organizations represent only 2% of the organizations in

CanadaCanada Small business represent 98% of all Canadian companiesSmall business represent 98% of all Canadian companies

Managers and employees work in a variety of organizations, Managers and employees work in a variety of organizations, and the type of organization has an impact on what managers and the type of organization has an impact on what managers can docan do Publicly held organizationsPublicly held organizations Privately held organizationsPrivately held organizations Public sector organizationsPublic sector organizations Crown CorporationsCrown Corporations Subsidiaries of foreign organizations (e.g., Sears, Safeway, Subsidiaries of foreign organizations (e.g., Sears, Safeway,

General Motors, and Ford Motor Company)General Motors, and Ford Motor Company)



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Exhibit 1.7 The Changing Exhibit 1.7 The Changing OrganizationOrganization

TraditionalTraditional StableStable InflexibleInflexible Job-focusedJob-focused Work is defined by job positionsWork is defined by job positions Individual-orientedIndividual-oriented Permanent jobsPermanent jobs Command-orientedCommand-oriented Managers always make Managers always make

decisionsdecisions Rule-orientedRule-oriented Relatively homogeneous Relatively homogeneous

workforceworkforce Workdays defined as 9 to 5Workdays defined as 9 to 5 Hierarchical relationshipsHierarchical relationships Work at organizational facility Work at organizational facility

during specific hoursduring specific hours

New OrganizationNew Organization DynamicDynamic FlexibleFlexible Skills-focusedSkills-focused Work is defined in terms of tasks to Work is defined in terms of tasks to

be donebe done Team-orientedTeam-oriented Temporary jobsTemporary jobs Involvement-orientedInvolvement-oriented Employees participate in decision Employees participate in decision

makingmaking Customer-orientedCustomer-oriented Diverse workforceDiverse workforce Workdays have no time boundariesWorkdays have no time boundaries Lateral and networked relationshipsLateral and networked relationships Work anywhere, anytimeWork anywhere, anytime



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Challenges to ManagingChallenges to Managing

EthicsEthicsRules and principles that define right and Rules and principles that define right and

wrong behaviourwrong behaviour Increased emphasis on ethics education seen Increased emphasis on ethics education seen

in university and college curriculumsin university and college curriculums Increased creation and use of codes of ethics Increased creation and use of codes of ethics

by businesses currentlyby businesses currently



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Challenges to ManagingChallenges to ManagingWorkforce DiversityWorkforce Diversity

The mix of people in organizations in terms The mix of people in organizations in terms of gender, race, ethnicity, disability, sexual of gender, race, ethnicity, disability, sexual orientation, age, demographic orientation, age, demographic characteristics such as education and characteristics such as education and socio-economic statussocio-economic status



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GlobalizationGlobalizationManagement in international organizationsManagement in international organizationsPolitical and cultural challenges of operating Political and cultural challenges of operating

in a global marketin a global market



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Managing in an E-Business WorldManaging in an E-Business WorldThe work performed by an organization using The work performed by an organization using

electronic linkages to its key constituencieselectronic linkages to its key constituenciesE-commerce: the sales and marketing E-commerce: the sales and marketing

component of an e-businesscomponent of an e-business

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Exhibit 1.8 Categories of Exhibit 1.8 Categories of E-Business InvolvementE-Business Involvement



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E-business units withintraditional organization

E-Business–EnhancedOrganization

E-business tools andapplications usedwithin traditional

organization

E-Business–EnabledOrganization

Organization’s entirework processes revolve

around e-business model

Total E-BusinessOrganization


CustomersCustomersCustomers have more opportunities than ever Customers have more opportunities than ever

beforebeforeDelivering consistent high-quality service is Delivering consistent high-quality service is

essentialessentialManagers need to create customer-Managers need to create customer-

responsive organizationsresponsive organizations



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InnovationInnovation ““Nothing is more risky than not innovating”Nothing is more risky than not innovating”Doing things differently, exploring new Doing things differently, exploring new

territory, and taking risksterritory, and taking risksManagers need to encourage all employees Managers need to encourage all employees

to be innovativeto be innovative



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Knowledge ManagementKnowledge ManagementThe cultivation of a learning culture where The cultivation of a learning culture where

organizational members systematically gather organizational members systematically gather and share knowledge with others in order to and share knowledge with others in order to achieve better performanceachieve better performance

Learning OrganizationLearning OrganizationAn organization that has developed the An organization that has developed the

capacity to continuously learn, adapt, and capacity to continuously learn, adapt, and changechange



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Why Study Management?Why Study Management?

The The universality of managementGood management is needed in all organizationsGood management is needed in all organizations

The reality of workThe reality of workEmployees either manage or are managedEmployees either manage or are managed

These are essential skills and knowledge in These are essential skills and knowledge in making things happen, no matter what the making things happen, no matter what the situation (i.e. including self-employment)situation (i.e. including self-employment)

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This Week’s Summary This Week’s Summary

1.1. We’ve begun the class experienceWe’ve begun the class experience

2.2. We saw what management should be about: We saw what management should be about: efficiency and effectivenessefficiency and effectiveness

3.3. We introduced the four functions of management: We introduced the four functions of management: planning, organizing, leading and controllingplanning, organizing, leading and controlling

4.4. We introduced the “place” where management We introduced the “place” where management happens: the organizationhappens: the organization

5.5. We saw some of the challenges managers face: We saw some of the challenges managers face: ethics, globalization, technology, for example.ethics, globalization, technology, for example.

6.6. We considered why management mattersWe considered why management matters

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Exhibit 1.10 Universal Need for Exhibit 1.10 Universal Need for ManagementManagement



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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.

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