Management 10/e: Chapter 1 PDF

PowerPoint Presentation to Accompany Management, 10/e John R. Schermerhorn, Jr. Chapter 1: The Management Process Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc. Planning Ahead — Chapter 1 Study Qu...

PowerPoint Presentation to Accompany Management, 10/e John R. Schermerhorn, Jr. Chapter 1: The Management Process Prepared by: Jim LoPresti University of Colorado, Boulder Published by: John Wiley & Sons, Inc. Planning Ahead — Chapter 1 Study Questions  What are the challenges of working in the new economy?  What are organizations like in the new workplace?  Who are managers and what do they do?  What is the management process?  How do you learn the essential managerial skills and competencies? Management 10/e - Chapter 1 2 Overview of the New Workplace  The dynamics of ever-present change extend into the workplace and raise a host of new career challenges.  Smart people commit their energies and intellect to continuous learning and personal development.  Companies with a future are committed to people.  Companies with a future offer inspirational leadership, reward and respect people, and provide supportive work environments.  High performing companies gain extraordinary results from people. Management 10/e - Chapter 1 3 Study Question 1: What are the challenges of working today?  Talent …  People and their talents are the the ultimate foundations of organizational performance.  Intellectual capital is the collective brainpower or shared knowledge of a workforce that can be used to create value.  A knowledge worker’s mind is a critical asset to employers and adds to the intellectual capital of an organization. Management 10/e - Chapter 1 4  Study Question 1: What are the challenges of working in the new economy?  Diversity …  Workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and able- bodiedness.  A diverse and multicultural workforce both challenges and offers opportunities to employers.  Many call diversity a “business imperative” and view it as an asset Management 10/e - Chapter 1 5  Study Question 1: What are the challenges of working in the new economy?  How diversity bias can occur in the workplace:  Prejudice  Discrimination  Glass ceiling effect Management 10/e - Chapter 1 6 Study Question 1: What are the challenges of working in the new economy?  Globalization …  National boundaries of world business have largely disappeared.  Globalization is the worldwide interdependence of resource flows, product markets, and business competition that characterize the new economy. Management 10/e - Chapter 1 7 Study Question 1: What are the challenges of working in the new economy?  Technology …  Continuing transformation of the modern workplace through:  The Internet  World Wide Web  Computer networking  Information technology  Telecommuting/virtual teaming/mobile offices  Increasing demand for knowledge workers with the skills to fully use technology. Management 10/e - Chapter 1 8  Study Question 1: What are the challenges of working in the new economy?  Ethics  Code of moral principles that set standards of conduct of what is good and right.  Ethical expectations for modern businesses:  Integrity and ethical leadership at all levels  Sustainable development  Natural environment protection  Consumer protection  Human rights Management 10/e - Chapter 1 9 Study Question 1: What are the challenges of working in the new economy?  Careers …  Core workers, contract workers, and part-time workers.  People must be prepared to be any one of these types of workers.  People must make sure that their skills are portable and of current value in employment markets. Management 10/e - Chapter 1 10 Study Question 2: What are organizations like in the new workplace?  Critical skills for success in the new workplace …  Mastery  Contacts  Entrepreneurship  Love of technology  Marketing  Passion for renewal Management 10/e - Chapter 1 11 Study Question 2: What are organizations like in the new workplace?  Organization  A collection of people working together to achieve a common purpose.  Organizations provide useful goods and/or services that return value to society and satisfy customer needs. Management 10/e - Chapter 1 12 Study Question 2: What are organizations like in the new workplace?  Organizations are open systems  Composed of interrelated parts that function together to achieve a common purpose.  Interact with their environments.  Transform resource inputs into product outputs (goods and services).  Environmental feedback tells organization how well it is meeting the needs of customers and society. Management 10/e - Chapter 1 13 Figure 1.1 Organizations as open systems. Management 10/e - Chapter 1 14 Study Question 2: What are organizations like in the new workplace?  Organizational performance  “Value creation” is a very important notion for organizations.  Value is created when an organization’s operations adds value to the original cost of resource inputs.  When value creation occurs:  Businesses earn a profit.  Nonprofit organizations add wealth to society. Management 10/e - Chapter 1 15  Study Question 2: What are organizations like in the new workplace?  Organizational performance  Productivity  An overall measure of the quantity and quality of work performance with resource utilization taken into account.  Performance effectiveness  An output measure of task or goal accomplishment.  Performance efficiency  An input measure of the resource costs associated with goal accomplishment. Management 10/e - Chapter 1 16 Figure 1.2 Productivity and the dimensions of organizational performance. Management 10/e - Chapter 1 17 Study Question 2: What are organizations like in the new workplace?  Workplace changes that provide a context for studying management …  Belief in human capital  Demise of “command-and-control”  Emphasis on teamwork  Preeminence of technology  Embrace of networking  New workforce expectations  Concern for work-life balance  Focus on speed Management 10/e - Chapter 1 18 Study Question 3: Who are managers and what do they do?  Importance of human resources and managers …  People are not ‘costs to be controlled.’  High performing organizations treat people as valuable strategic assets.  Managers must ensure that people are treated as strategic assets. Management 10/e - Chapter 1 19  Study Question 3: Who are managers and what do they do?  Manager directly supports and helps activate the work efforts and performance accomplishments of others.  the people who managers help are the ones whose tasks represent the real work of the organization. Management 10/e - Chapter 1 20  Study Question 3: Who are managers and what do they do?  Levels of management  Top managers — responsible for performance of an organization as a whole or for one of its larger parts.  Middle managers — in charge of relatively large departments or divisions.  Team leaders or supervisors — in charge of a small work group of non-managerial workers. Management 10/e - Chapter 1 21 Figure 1.3 Management levels in a typical business and non- profit organizations Management 10/e - Chapter 1 22 Study Question 3: Who are managers and what do they do?  Responsibilities of team leaders:  Plan meetings and work schedules.  Clarify goals and tasks, and gather ideas for improvement.  Appraise performance and counsel team members.  Recommend pay raises and new assignments.  Recruit, train, and develop team members. Management 10/e - Chapter 1 23 Study Question 3: Who are managers and what do they do?  Responsibilities of team leaders (cont.):  Encourage high performance and teamwork.  Inform team members about organizational goals and expectations.  Inform higher levels of work unit needs and accomplishments.  Coordinate with others teams and support the rest of the organization. Management 10/e - Chapter 1 24  Study Question 3: Who are managers and what do they do?  Types of managers  Line managers are responsible for work activities that directly affect organization’s outputs.  Staff managers use technical expertise to advise and support the efforts of line workers.  Functional managers are responsible for a single area of activity.  General managers are responsible for more complex units that include many functional areas.  Administrators work in public and nonprofit organizations. Management 10/e - Chapter 1 25  Study Question 3: Who are managers and what do they do?  Managerial performance and accountability  Accountability is the requirement of one person to answer to a higher authority for relevant performance results.  Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work. Management 10/e - Chapter 1 26  Study Question 3: Who are managers and what do they do?  Quality of work life (QWL)  An indicator of the overall quality of human experiences in the workplace.  QWL indicators:  Fair pay  Safe working conditions  Opportunities to learn and use new skills  Room to grow and progress in a career  Protection of individual rights  Pride in work itself and in the organization Management 10/e - Chapter 1 27 Study Question 3: Who are managers and what do they do?  High performing managers …  Are well informed of their team’s needs.  Work alongside those they supervise.  Provide advice and develop support for their team.  Help their people perform to the best of their abilities. Management 10/e - Chapter 1 28 Study Question 3: Who are managers and what do they do?  The organization as an upside-down pyramid …  Each individual is a value-added worker.  A manager’s job is to support workers’ efforts.  The best managers are known for helping and supporting. Management 10/e - Chapter 1 29 Figure 1.4 The organization viewed as an upside- down pyramid. Management 10/e - Chapter 1 30 Study Question 4: What is the management process?  Managers achieve high performance for their organizations by best utilizing its human and material resources.  Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals.  All managers are responsible for the four functions.  The functions are carried on continually. Management 10/e - Chapter 1 31 Figure 1.5 Four functions of management. Management 10/e - Chapter 1 32 Study Question 4: What is the management process?  Functions of management …  Planning  The process of setting objectives and determining what actions should be taken to accomplish them.  Organizing  The process of assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans. Management 10/e - Chapter 1 33 Study Question 4: What is the management process?  Functions of management …  Leading  The process of arousing people’s enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives.  Controlling  The process of measuring work performance, comparing results to objectives, and taking corrective action as needed. Management 10/e - Chapter 1 34  Study Question 4: What is the management process?  Managerial activities and roles …  Interpersonal roles  Involve interactions with persons inside and outside the work unit.  Informational roles  Involve giving, receiving, and analyzing of information.  Decisional roles  Involve using information to make decisions in order to solve problems or address opportunities. Management 10/e - Chapter 1 35 Figure 1.6 Mintzberg’s 10 Managerial Roles. Management 10/e - Chapter 1 36 Study Question 4: What is the management process?  Characteristics of managerial work  Managers work long hours.  Managers work at an intense pace.  Managers work at fragmented and varied tasks.  Managers work with many communication media.  Managers work largely through interpersonal relationships. Management 10/e - Chapter 1 37 Study Question 4: What is the management process?  Managerial agendas and networks  Agenda setting  Development of action priorities for one’s job.  Include goals and plans that span long and short time frames.  Networking  Process of building and maintaining positive relationships with people whose help may be needed to implement one’s work agendas. Management 10/e - Chapter 1 38 Study Question 4: What is the management process?  Learning The change in a behavior that results from experience  Lifelong learning  The process of continuously learning from daily experiences and opportunities.  Career success depends on real commitment to learning.  Not just formal classroom learning. Management 10/e - Chapter 1 39  Study Question 5: How do you learn the essential managerial skills and competencies?  Essential managerial skills  Skill — the ability to translate knowledge into action that results in desired performance.  Technical skill — the ability to apply a special proficiency or expertise to perform particular tasks.  Human or interpersonal skill — the ability to work well in cooperation with others.  Emotional intelligence is the ability to manage ourselves and relationships effectively  Conceptual skill — the ability to think critically and analytically to solve complex problems. Management 10/e - Chapter 1 40 Figure 1.7 Katz’s Essential Managerial Skills. Management 10/e - Chapter 1 41 Study Question 5: How do you learn managerial skills and competencies?  Managerial competency …  A skill-based capability that contributes to high performance in a management job.  Managerial competencies are implicit in:  Planning, organizing, leading, and controlling.  Informational, interpersonal, and decisional roles.  Agenda setting and networking. Management 10/e - Chapter 1 42 Study Question 5: How do you learn the essential managerial skills and competencies?  Competencies for managerial success:  Communication  Teamwork  Self-management  Leadership  Critical thinking  Professionalism Management 10/e - Chapter 1 43 Figure 1.8 Learning model for developing managerial skills and competencies. Management 10/e - Chapter 1 44  COPYRIGHT Copyright 2009 © John Wiley & Sons, Inc. All rights reserved. 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