Introduction to Management - Chapter 1

Introduction to Management

• Eleventh Edition of Contemporary Management, by Gareth R. Jones and Jennifer M. George
• Lecture 1, Chapter 1: Managers and Managing
• Instructors: Dr. Yomna Sameer and Dr. Ola Wazir

Assessment

• Case Presentation (In Class): 5%
• In Class Assignment: 5%
• Project Phase 1: 5%
• Project Phase 2: 5%
• Project Presentation: 5%
• Quizzes (2): 10%
• Midterm Exam: 25%
• Final Exam: 40%

Winter 2024 Semester Plan

• Weekly schedule for lectures, tutorials, and assignments
• Detailed schedule outlining topics covered each week
• Includes reading materials (articles) and case presentation assignments (Case Presentation 1,2 and 3)

Learning Objectives

• Objective 1: Define management, its importance, and how managers use resources to achieve organizational goals effectively and efficiently.
• Objective 2: Explain the four principal managerial tasks (planning, organizing, leading, and controlling) and how each affects performance.
• Objective 3: Differentiate between levels of management and understand the responsibilities at each level.
• Objective 4: Explain managerial skills and why managers are divided into departments to perform more efficiently and effectively.
• Objective 5: Describe major changes in management practices due to globalization and IT.
• Objective 6: Identify the principal challenges managers face in today's global environment

What is Management?

• Organizations: Collections of people working together to achieve common goals.
• Managers: Responsible for using organizational resources to meet its goals.
• Definition of Management: Planning, organizing, leading, and controlling resources to effectively and efficiently achieve organizational goals.
• Resources: People (skills, know-how, experience), machinery, raw materials, computers (IT), patents, financial capital, and loyal customers.
• Examples of Resource Uses: Microsoft adjusted its corporate mission, influencing employee morale, product quality, and stock market values. UPS improved efficiency by adjusting delivery protocols.

Achieving High Performance: A Manager's Goal

• Organizational Performance: A measure of how efficiently and effectively managers use available resources to meet goals.
• Efficiency: How productively resources are used to achieve a goal (e.g., UPS).
• Effectiveness: The appropriateness of organizational goals and the degree to which the organization achieves them (e.g., Microsoft restructuring).
• Figure 1.1 : Illustrates the relationship between efficiency, effectiveness, and organizational performance.

Why Study Management?

• Personal Experience: Individuals learn through personal experiences or from the experiences of others.
• Economic Benefits: General managers in the US earn a median wage of $99,310, with a projected job growth rate between 5-9%.
• Non-work Applications: Learning management principles can help make good decisions in non-work contexts.

Figure 1.2 Four Tasks of Management

• Planning: Defines organizational goals and best courses of action to achieve them.
• Organizing: Establishing relationships to enable individuals to work collectively and achieve the organization's goals.
• Leading: Motivating, coordinating, and energizing individuals and groups to achieve organizational goals.
• Controlling: Evaluating and measuring progress toward organizational goals and maintaining/improving performance.

Steps in the Planning Process

• Goal Setting: Deciding on organizational goals.
• Strategy Selection: Determining which strategies to use to achieve goals.
• Resource Allocation: Deciding how to allocate organizational resources.

Organizing

• Structuring Relationships: Organizing working relationships between organizational members.
• Organizational Structure: Formal system of tasks, reporting relationships, motivating organizational members, allowing them to work effectively to achieve organizational goals (e.g., ER Director examples)

Leading

• Vision Articulation: Clearly articulating a vision and energizing members by enabling them to play a part in achieving organizational goals (e.g., organization's vision).
• Managerial Power: Using power, personality, influence, persuasion, and communication skills to coordinate people and groups.

Controlling

• Performance Evaluation: Evaluating organizational progress toward its goals.
• Actions to Maintain Performance: Taking action to maintain or improve organizational performance.
• Performance Measurement: Managers monitoring performance of individuals, departments/the entire organization to determine if they are meeting performance standards.
• Control Process Outcomes: Measuring performance accurately; regulating organizational effectiveness and efficiency.

Example: Mercy Medical Center

• Erin Daley, ER Director, Mercy Medical Center.
• Focus on improving ER efficiency and quality of care while staying within budget.
• Strategies for faster patient processing and improving patient satisfaction.

Explore the fundamental concepts of management as introduced in Chapter 1 of the Eleventh Edition of Contemporary Management. This quiz will assess your understanding of the role of managers, the importance of management, and the key managerial tasks essential for organizational success.