Management Chapter 1 PDF

Management Fifteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace MGT 201 – Fundamentals of Management...

Management Fifteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace MGT 201 – Fundamentals of Management Alaa Hamade Copyright © 2021 Pearson Education Ltd. Who Is a Manager? Manager: someone who coordinates and oversees the work of other people so that organizational goals can be accomplished Copyright © 2021 Pearson Education Ltd. What Do Managers Do? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Copyright © 2021 Pearson Education Ltd. Efficiency and Effectiveness Efficiency: doing things right – getting the most output from the least amount of input Effectiveness: doing the right things – attaining organizational goals Copyright © 2021 Pearson Education Ltd. Exhibit 1.4 Efficiency and Effectiveness in Management Exhibit 1.4 shows that whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved 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 making organization-wide decisions and establishing plans and goals that affect the entire organization Copyright © 2021 Pearson Education Ltd. Exhibit 1.1 Levels of Management Exhibit 1.1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved Where Do Managers Work? Organization: a deliberate arrangement of people to accomplish some specific purpose Copyright © 2021 Pearson Education Ltd. Exhibit 1.2 Characteristics of Organizations Exhibit 1.2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved What Do Managers Do? Three Approaches to Defining What Managers Do – Functions they perform – Roles they play – Skills they need Copyright © 2021 Pearson Education Ltd. Management Functions Planning: Defining goals, establishing strategies to achieve goals, and 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 Copyright © 2021 Pearson Education Ltd. Mintzberg’s Managerial Roles and a Contemporary Model of Managing Roles: specific actions or behaviors expected of and exhibited by a manager Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making Copyright © 2021 Pearson Education Ltd. Types of Roles Interpersonal – Figurehead, leader, liaison Informational – Monitor, disseminator, spokesperson Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator Copyright © 2021 Pearson Education Ltd. Management Skills 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 Copyright © 2021 Pearson Education Ltd. Exhibit 1.7 Skills Needed at Different Managerial Levels Exhibit 1.7 shows the relationships of conceptual, human, and technical skills to managerial levels. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved Challenges Facing Managers Today and into the Future Focus on technology Focus on disruptive innovation Focus on social media Focus on ethics Focus on political uncertainty Focus on the customer Copyright © 2021 Pearson Education Ltd. Focus on Technology Managers must get employees on board with new technology Managers must oversee the social interactions and challenges involved in using collaborative technologies Copyright © 2021 Pearson Education Ltd. Focus on Disruptive Innovation One of the most critical challenges facing managers today is dealing with disruptive innovation Disruptive innovation involves new products, processes, or services that radically change the rules of the game One example is how the automobile destroyed the horse- drawn buggy industry Copyright © 2021 Pearson Education Ltd. Focus on Social Media Social media: forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content Copyright © 2021 Pearson Education Ltd. Focus on Ethics We commonly see unethical business practices in the news Examples include pharmaceutical firms raising drug prices by 500% or someone turning in fake receipts for expenses Organizational survival depends on building trust with customers, clients, suppliers, employees, and other stakeholders Copyright © 2021 Pearson Education Ltd. Focus on Political Uncertainty In the past, major democratic nations like the US, Canada, and the UK have been relatively stable politically In the last 10 years these countries have shifted to greater political uncertainty Brexit and the USMCA are examples of that shift Some states, such as California, have placed additional regulations on business Copyright © 2021 Pearson Education Ltd. Focus on the Customer Without customers, most organizations would cease to exist Managing customer relationships is the responsibility of all managers and employees Consistent, high-quality customer service is essential Copyright © 2021 Pearson Education Ltd. Why Are Managers Important? Organizations need their managerial skills and abilities now more than ever Managers are critical to getting things done Managers do matter to organizations Copyright © 2021 Pearson Education Ltd. The Universality of Management The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located Copyright © 2021 Pearson Education Ltd. Exhibit 1.8 Universal Need for Management Exhibit 1.8 shows that management is universally needed in all types of, and throughout all areas of, organizations. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved Exhibit 1.9 Rewards From Being a Manager Create a work environment in which organizational members can work to the best of their ability Have opportunities to think creatively and use imagination Help others find meaning and fulfillment in work Support, coach, and nurture others Work with a variety of people Receive recognition and status in organization and community Play a role in influencing organizational outcomes Receive appropriate compensation in the form of salaries, bonuses, and stock options Copyright © 2021 Pearson Education Ltd.