Introduction to Business - Chapter 7 - PDF

Introduction to Business Chapter (7 ) Manager and Human Resources  Learning Outcomes. 5.2 Define manager and explain why efficiency and effectiveness are important to management 5.3 Explain the characteristics of an organization....

Introduction to Business Chapter (7 ) Manager and Human Resources  Learning Outcomes. 5.2 Define manager and explain why efficiency and effectiveness are important to management 5.3 Explain the characteristics of an organization. ⚫ 1–2  ?Who Are Managers ⚫ Manager ⚫ Someone who coordinates and supervises the work of other people so that organizational goals can be accomplished. 1–3  Classifying Managers ⚫ First-line Managers ⚫ Individuals who manage the work of non-managerial employees. ⚫ Middle Managers ⚫ Individuals who manage the work of first-line managers. ⚫ Top Managers ⚫ Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 1–4  Managerial Levels Exhibit 1–2 1–5  Managerial Concerns ⚫ Efficiency “Doing things right” Getting the most output for the least inputs ⚫ Effectiveness “Doing the right things” Attaining organizational goals 1–6  Effectiveness and Efficiency in Exhibit 1–3 Management Copyright © 2010 Pearson Education, Inc. 1–7 Publishing as Prentice Hall  ?What Managers Do ⚫ Three Approaches to Defining What Managers Do. Functions they perform. Roles they play. Skills they need. Copyright © 2010 Pearson Education, Inc. 1–8 Publishing as Prentice Hall  Functions they perform. ⚫ Planning ⚫ Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. ⚫ Organizing ⚫ Arranging and structuring work to accomplish organizational goals. ⚫ Leading ⚫ Working with and through people to accomplish goals. ⚫ Controlling ⚫ Monitoring, comparing, and correcting work. 1–9  Roles Manager’s Play ⚫ Roles are specific actions or behaviors expected of a manager. ⚫ Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making. 1–1 0  Skills Managers Need ⚫ 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 1–1 1  Exhibit 1–6 Skills Needed at Different Management Levels 1–1 2  ?What Is An Organization ⚫ An Organization Defined ⚫ A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). ⚫ Common Characteristics of Organizations ⚫ Have a distinct purpose (goal) ⚫ Composed of people ⚫ Have a deliberate structure Copyright © 2010 Pearson Education, Inc. 1–1 Publishing as Prentice Hall 3  Exhibit 1–9 Characteristics of Organizations Copyright © 2010 Pearson Education, Inc. 1–1 Publishing as Prentice Hall 4 Learning Outcome 6 The learner will Understand the development of human : resources Pre-Industrial Revolution (Before 18th Century) Focus: Labor was often managed informally, with roles and work conditions being determined by guilds, apprenticeships, or family structures. Work was typically task-oriented and localized, with minimal attention to employee welfare. Key Characteristics: Family-run businesses or small workshops Little to no formal employee management processes Workers were often treated as expendable resources Early Industrial Revolution (Late 18th Century - Early 19th.2 Century) Focus: The industrial revolution led to the rise of factories, and businesses began to expand. This created a need for a more structured approach to managing large numbers of workers. Key Characteristics: Increase in factory-based work, leading to a need for overseeing a large, diverse workforce Emergence of "personnel management" as a function to handle administrative tasks like pay, hours, and discipline Workers were often seen as part of the production process, and there were concerns about poor working conditions, child labor, and worker exploitation 3. Personnel Management Era (Late 19th Century - Mid 20th Century) ∙ Focus: Personnel management developed as a separate administrative function in businesses, focusing largely on administrative tasks such as hiring, payroll, record-keeping, and employee welfare. It was seen as a reactive function with a primary focus on compliance and discipline. ∙ Key Characteristics: o Welfare work: Efforts to improve working conditions and welfare for employees, particularly in factories (e.g., better hours, safer working environments). o Labor relations: Growing focus on labor unions, collective bargaining, and addressing labor disputes. o Bureaucratic systems: Personnel departments managed employee records, pay, and benefits. o Motivational theories: Early theories like Frederick Taylor’s Scientific Management (focus on efficiency and standardizing tasks) and Hawthorne studies (highlighting the importance of worker morale) began influencing HR practices. 1–1 8 Human Resource Management Era (Mid 20th Century - 1980s).4 Focus: In this period, personnel management evolved into human resource management (HRM), as businesses recognized that employees were a key resource in achieving organizational success. HRM moved from being purely administrative to a more strategic function with a focus on improving employee performance, skills, and engagement. Key Characteristics: Human relations movement: This period saw a greater focus on improving the quality of work life for employees, with an emphasis on motivation, leadership, and communication (influenced by the Hawthorne effect and Maslow’s hierarchy of needs). Strategic management: HR began to be seen as more than just an administrative function; it was integrated into the organization’s strategy to improve productivity and efficiency. Employee development: Increased focus on training, career development, and leadership programs. Legal framework: HR began to pay greater attention to issues of workplace rights, equal opportunities, anti-discrimination laws, and health and safety.regulations 5. Strategic Human Resource Management (1990s - Early 2000s) ∙ Focus: In the 1990s, HR evolved from a primarily administrative and operational role to a more strategic, integral part of business decision-making. This era saw a shift toward aligning HR practices with organizational goals to create competitive advantages. ∙ Key Characteristics: o Strategic alignment: HR began to align with the strategic goals of the organization, focusing on developing human capital to support business objectives. o Performance management: The introduction of performance management systems, such as 360-degree feedback, and linking employee performance with business outcomes. o Talent management: Increasing emphasis on identifying, developing, and retaining top talent as a competitive advantage. o Workplace diversity and inclusion: Growing attention to creating diverse, inclusive, and equitable workplaces. o Technological advancements: The rise of HR technology (e.g., HRIS – 1–2 Human Resource Information Systems) streamlined processes like 0 recruitment, payroll, and performance reviews.  Modern HRM and the Digital Age (2000s - Present).6 Focus: Today, HRM is seen as a key partner in organizational success, focusing on fostering an agile, high-performance workforce and leveraging technology to drive business growth. HR practices are more data-driven and employee-centric, with a growing emphasis on employee experience, well-being, and organizational culture. Key Characteristics: Data-driven HR: Use of big data, analytics, and artificial intelligence to make data-informed HR decisions (e.g., in recruitment, performance management, and employee engagement). Employee experience: Focus on improving the entire employee journey, from recruitment to exit, emphasizing work-life balance, well-being, and career growth. Agility and innovation: HR departments are more flexible and innovative, helping organizations respond to changing business environments, like remote work or fast 1–2 1 Diversity, equity, and inclusion (DEI): HR plays a major role in fostering diverse and inclusive workplaces, promoting equity in all aspects of employment. Learning and development: Continuous learning is prioritized, with personalized learning programs and upskilling opportunities to help employees adapt to new technologies and business needs. Globalization: Managing a global workforce with diverse cultures, legal regulations, and economic factors has become a key challenge and.opportunity in HR 1–2 2 Future of HR (Emerging Trends).7 Focus: The future of HR will likely focus on more advanced technology integration, such as AI and automation, personalized employee experiences, and the rise of remote or hybrid work models. Key Characteristics: Artificial Intelligence and Automation: Increased use of AI for recruitment, performance management, and employee engagement. Responsive Workforce Management: Managing flexible, gig, and remote workforces will become more important, especially with the rise of freelance and contingent work. Well-being: A greater emphasis on mental health, well-being, and work-life balance as integral parts of employee satisfaction and organizational success. Ethical and Transparent Leadership: Ethical leadership and transparency in decision-making will continue to be central to.fostering trust and engagement