Introduction to Business Chapter 7

Introduction to Business - Chapter 7: Manager and Human Resources

• Learning Outcomes: Define manager and explain why efficiency and effectiveness are important to management. Explain the characteristics of an organization.

Who Are Managers?

• Manager Definition: Someone who coordinates and supervises the work of other people to achieve organizational goals.

Classifying Managers

• First-line Managers: Manage the work of non-managerial employees.

• Middle Managers: Manage the work of first-line managers.

• Top Managers: Responsible for organization-wide decisions, establishing plans and goals affecting the entire organization.

• Managerial Levels: Exhibit 1-2 illustrates a hierarchical structure: Top Managers, Middle Managers, First-Line Managers, and Nonmanagerial Employees.

Managerial Concerns

• Efficiency: Doing things "right" - getting the most output for the least input.
• Effectiveness: Doing the "right things" - achieving organizational goals.
• Relationship (Exhibit 1-3): Management strives for both high efficiency (low waste) and high effectiveness (achieving goals).

What Managers Do

• Defining Managers (Three Approaches): Functions performed, roles played, and skills needed.

Functions Managers Perform

• Planning: Defining goals, establishing strategies to achieve goals, developing integrated plans.
• Organizing: Arranging and structuring work to achieve organizational goals.
• Leading: Working with people to achieve goals.
• Controlling: Monitoring, comparing, and correcting work.

Roles Managers Play

• Roles are Specific Actions: Behaviors expected of managers, grouped around interpersonal relationships, information transfer, and decision-making (Mintzberg's 10 roles).

Skills Managers Need

• Technical skills: Knowledge and proficiency in a specific field.

• Human skills: Ability to work well with others.

• Conceptual skills: Ability to think and conceptualize abstract and complex situations concerning the organization.

• Skill Levels by Management Level (Exhibit 1-6): Top managers require more conceptual skills, middle managers require a balance of skills, and lower-level managers need more technical skills.

What is an Organization?

• Definition: A deliberate arrangement of people to accomplish some specific purpose not achievable independently.
• Common Characteristics:
  • Have a distinct purpose (goal).
  • Composed of people.
  • Have a deliberate structure.
  • Exhibit 1-9 illustrates the interdependence of distinct purpose, deliberate structure, and people.

Learning Outcome 6

• Understanding human resource development

Pre-Industrial Revolution (Before 18th Century)

• Focus: Informal management, roles & work conditions determined by guilds, apprenticeships, or family structures. Work task oriented and localized; minimal attention to employee welfare.

Early Industrial Revolution (Late 18th Century - Early 19th Century)

• Focus: Rise of factories, business expansion, need for a more structured approach to managing large workforces.
• Characteristics: increase in factory-based work, emergence of "personnel management", concern over working conditions, child labor, and worker exploitation.

Personnel Management Era (Late 19th Century - Mid 20th Century)

• Focus: Personnel management as a separate administrative function; hiring, payroll, record-keeping, employee welfare; reactive focus, emphasizing compliance and discipline.
• Characteristics: Welfare work, labor relations, bureaucratic systems, early motivational theories (Taylor, Hawthorne Studies).

Human Resource Management Era (Mid 20th Century - 1980s)

• Focus: HRM as a key resource in organizational success; more strategic focus on improving employee performance.
• Characteristics: Human relations movement, strategic management, employee development, legal framework.

Strategic Human Resource Management (1990s - Early 2000s)

• Focus: Aligning HR practices with organizational goals; strategic role of HRM in business decision-making.
• Characteristics: Strategic alignment, performance management (e.g., 360-degree feedback), talent management, workplace diversity, and technology advancements.

Modern HRM and the Digital Age (2000s - Present)

• Focus: HRM as a key partner in organizational success. Data-driven decisions, employee experience, well-being, and career growth.
• Characteristics: Data-driven HR, employee experience focus, agility & innovation, and responsive workforce management.

Diversity, Equity, and Inclusion (DEI)

• Focus: HR plays a major role in fostering diverse and inclusive workplaces promoting equity in employment.

Learning and Development

• Focus: Continuous learning, personalized learning programs, and upskilling opportunities.

Globalization

• Focus: Managing a global workforce with diverse cultures and economic factors.

Future of HR (Emerging Trends)

• Focus: Advanced technology, personalized employee experiences, and remote/hybrid work models.
• Characteristics: Artificial intelligence and automation, responsive workforce management, work-life balance and well-being, ethical and transparent leadership.

This quiz covers key concepts from Chapter 7 of Introduction to Business, focusing on the roles and responsibilities of managers. It includes definitions, classifications of managerial levels, and the importance of efficiency and effectiveness in management. Test your understanding of how organizations operate under various managerial roles.