Management 13th Edition Chapter 1 PDF

Management Chapter 1: Managing and the Manager’s Job Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be sc...

Management Chapter 1: Managing and the Manager’s Job Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  Warm Up 1. Who are the inspirational leaders that you admire? Do you think they would make good managers? Why or why not? 2. What qualities and traits do you think are essential for a manager to have in order to create a successful business? Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3  Learning Objectives By the end of this chapter, you should be able to: 1-1: Describe the concepts of managers and management and their importance to contemporary organizations. 1-2: Explain the four basic management functions in organizations. 1-3: Describe the kinds of managers found at different levels and in different areas of the organization. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  Learning Objectives By the end of this chapter, you should be able to: 1-4: Identify the basic managerial roles played by managers and the skills they need to be successful. 1-5: Discuss the science and the art of management, how people become managers, and the scope of management in organizations. 1-6: Characterize the new workplace that is emerging in organizations today. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  1-1 An Introduction To Management Organization: A group of people working together in structured and coordinated fashion to achieve a set of goals Management: A set of activities directed at an organization’s resources to achieve organizational goals in an efficient and effective manner More elusive to define All organizations use four basic resources from the environment Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6  1-1 An Introduction To Management Four basic resources from the environment: 1. Human resources: Managerial talent and labor 2. Financial resources: Capital used to finance ongoing and long-term operations 3. Physical: Raw materials, facilities, and equipment 4. Information: Usable data needed to make effective decisions Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 Four basic resources from the environment: 1. Human resources 2. Financial resources 3. Physical resources 4. Information resources Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 Four basic resources from the environment: 1. Human resources 2. Financial resources 3. Physical resources 4. Information resources Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 Four basic resources from the environment: 1. Human resources 2. Financial resources 3. Physical resources 4. Information resources Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10 Four basic resources from the environment: 1. Human resources 2. Financial resources 3. Physical resources 4. Information resources Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11 Four basic resources from the environment: 1. Human resources: Managerial talent and labor 2. Financial resources: Capital used to finance ongoing and long-term operations 3. Physical: Raw materials, facilities, and equipment 4. Information: Usable data need to make effective decisions Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12  1-1 An Introduction To Management Management should be: Efficient: Using resources wisely and in a cost- effective way − Producing high-quality products at low costs Effective: Making the right decisions and successfully implementing them − Producing enough, but not too much so as to carry inventory Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  Discussion Question #1 What are some typical routine activities for managers? Do these activities change when managing a remote workforce? What special considerations might be needed when managing a remote workforce? Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15  1-2 The Management Process Manager: − Someone whose primary responsibility is to carry out the management process Planning: − Setting an organization’s goals and deciding how best to achieve them Decision making: − Part of the planning process that involves setting a course of action from a set of alternatives Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16  1-2 The Management Process Organizing: − Determining how activities and resources are to be grouped Leading: − The set of processes used to get members of the organization to work together to further the interests of the organization Controlling: − Monitoring organizational progress toward goal attainment Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17  1-2 The Management Process Four Basic Activities of Management: Planning and decision making, organizing, leading, and controlling Most managers engage in more than one activity at a time and often move between activities in unpredictable ways. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23  1-3a Managing at Different Levels of the Organization Levels of management: The differentiation of managers into three basic categories—top, middle, and first-line Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24  1-3 Managing at Different Levels Top managers: The relatively small group of executives who manage the overall organization. They create the organization's goals, overall strategy, and operating policies. Vice presidents, CEO, CFO Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 25  1-3 Managing at Different Levels Middle managers: Primarily responsible for implementing the policies and plans developed by top managers. They also supervise and coordinate the activities of lower-level managers. Plant manager, division head, operations First-line managers: Supervise and coordinate the activities of operating employees. Supervisor, coordinator, office managers Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 26  1-3b Managing in Different Areas of the Organization Marketing managers: Sell the product and work in new-product development, promotion, and distribution Financial managers: Undertake accounting, cash management and investments Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27 1-3b Managing in Different Areas of the Organization Operations managers: Control production, inventory, quality, and plant layout Human resource managers: Hire and develop employees; planning, recruiting and selecting, training and development, retention Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28 1-3b Managing in Different Areas of the Organization Administrative managers: Not associated with any particular management specialty; specialist with basic familiarity of all functional areas Other types of managers: Public relations, research and development, social media specialist Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29  Scenario When an organization bids on acquiring new projects or customers, which type of manager is likely to offer inputs or insights on that bid? A. Marketing B. Operations C. Financial D. Human resources E. All of the above Example: opening a new branch of a restaurant Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30  Answer When an organization bids on acquiring new projects or customers, which type of manager is likely to offer input on that bid? E. All of the above Regardless of their levels or areas within an organization, all managers must play certain roles and exhibit certain skills if they are to be successful. A person does certain things, meets certain needs, and has certain responsibilities in the organization. Managers work together to offer specific skills in a variety of areas within the organization. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 31  1-4a Managerial Roles Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 32 Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 33  1-4b Managerial Skills Technical skills: Those necessary to accomplish or understand the specific kind of work being done in an organization Keeping up to date with changes in tax codes Interpersonal skills: The ability to communicate with, understand, and motivate both individuals and groups Giving a performance appraisal to a poor performer Conceptual skills: The manager’s ability to think in the abstract Determining the use of next-generation technology Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 34  1-4b Managerial Skills Diagnostic skills: The manager’s ability to visualize the most appropriate response to a situation Understanding the relationship between declining sales and new product development Communication skills: The manager’s abilities to both effectively convey ideas and information to others and to effectively receive ideas and information from others Verbal and nonverbal, writing emails, reports and proposals Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 35  1-4b Managerial Skills Decision-making skills: The manager’s ability to correctly recognize and define problems and opportunities and to then select an appropriate course of action to solve problems and capitalize on opportunities Stopping production because of a quality issue Time-management skills: The manager’s ability to prioritize work, to work efficiently, and to delegate appropriately Making deadlines; postponing one activity to meet demands of higher priority activity Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 36  1-5a The Art and Science of Management The science of management: − Assumes that problems can be approached using rational, logical, objective, and systematic ways − Requires the use of technical, diagnostic, and decision-making skills and techniques to solve problems The art of management: − Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights − Using conceptual, communication, interpersonal, and time- management skills to accomplish the tasks associated with managerial activities Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 40  1-5b Becoming a Manager Although there are many paths to becoming a manager, the most common path involves a combination of education and experience. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 41  1-5c The Scope of Management Profit Seeking Not-for-Profit Large businesses: industrial firms, Governmental organizations: local, commercial banks, insurance firms, state, and federal retailers, transportation firms, utilities, communication firms, service Educational organizations: public and organizations private schools, colleges, and universities Small businesses and start-up Healthcare facilities: public hospitals businesses and HMOs International management Nontraditional settings: community, social, spiritual groups Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 42  1-6 The New Workplace Diversity is increasing in the workforce. Diversity has numerous dimensions, but the most common are age, gender, ethnicity, and physical abilities and disabilities. Diversity refers to differences among people. Demographic composition is changing. The “yuppies” of the 1980s were highly motivated. Generation X, Y, and Millennials desire flexibility and individuality and are less devoted to long- term career prospects. Declining birthrates affect the labor pool; the average age of U.S. workers is gradually increasing. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 44  1-6 The New Workplace Changing demographics in the workplace: People living and working longer Retirees now an excellent source of part-time and temporary employees Increasing numbers of Hispanics and African Americans in the workplace, including immigrants and refugees Increased opportunities for those with disabilities Women in the workplace: Increasing numbers in both white- and blue-collar jobs Moving into occupations previously dominated by males Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 45  1-6 The New Workplace Technology is an increasingly important challenge: Communication advances such as smartphones and wireless networks making it easier to communicate Results in increased pace of work and amount of information that must be processed Blurs lines of work and personal life Creates vulnerabilities in terms of data breaches Outcomes of technology of work processes: Can create flatter organizations Use of work teams, including global and virtual teams Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 46  The New Workplace Managers must create an attractive environment for today’s worker. They must provide incentives to motivate a diverse workforce. Be prepared to cope with continual change. New technology remains a challenge. Managers now have a complex array of organizing possibilities. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 47  Summary Describe the concepts of managers and management and their importance to contemporary organizations. Organization: A group of people working together in structured and coordinated fashion to achieve a set of goals Management: A set of activities directed at an organization’s resources to achieve organizational goals in an efficient and effective manner Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 49  Summary Describe the concepts of managers and management and their importance to contemporary organizations. Management: A set of activities directed at an organization’s resources to achieve organizational goals in an efficient and effective manner Human Resources Financial Resources Physical Resources Information Resources Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 50  Summary Explain the four basic management functions in organizations. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 51  Summary Describe the kinds of managers found at different levels and in different areas of the organization. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 52  Summary Describe the kinds of managers found at different levels and in different areas of the organization. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 53  Summary Identify the basic managerial roles played by managers and the skills they need to be successful. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 54  Summary Identify the basic managerial roles played by managers and the skills they need to be successful. Technical Skills Interpersonal Skills Conceptual Skills Diagnostic Skills Communication Skills Decision-making Skills Time-management Skills Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 55  Summary Discuss the science and the art of management, how people become managers, and the scope of management in organizations. approaches a problem decisions and solving problems use using rational, logical, a blend of intuition, experience, objective, and systematic instinct, and personal insights ways using conceptual, communication, requires the use of interpersonal, and time-management technical, diagnostic, and skills to accomplish the tasks decision-making skills and associated with managerial activities techniques to solve problems Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 56  Summary Discuss the science and the art of management, how people become managers, and the scope of management in organizations. Profit-Seeking Organizations Not-for-Profit Organizations Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 57  Summary Characterize the new workplace that is emerging in organizations today. Diversity is increasing in the workforce. Diversity has numerous dimensions, but the most common are age, gender, ethnicity, and physical abilities and disabilities. Diversity refers to differences among people. Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 58  End of lesson. Management Chapter 1: Managing and the Manager’s Job Griffin, Management, 13e©2021 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 59