Introducing Management

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Chapter 1

• Introducing Management

2
Planning Ahead Chapter 1

• What are the challenges of working today?
• What are organizations like?
• Who are managers and what do they do?
• What is the management process?
• How do you learn managerial skills and
  competencies?

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Challenges of Working Today

• Intellectual capital
• People 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 adds to the intellectual
  capital of an organization.

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Challenges of Working Today

• 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.

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Challenges of Working Today

• Technology
• Continuing transformation of the modern workplace
  through
• The Internet
• World Wide Web5
• Computers
• Information technology
• Increasing demand for knowledge workers with the
  skills to fully utilize technology.

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Challenges of Working Today

• 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.

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Challenges of Working Today

• Ethics
• Code of moral principles that set standards of
  conduct.
• Ethical expectations for modern businesses
• Integrity and ethical leadership
• Natural environment
• Consumer protection
• Human rights

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Challenges of Working Today

• 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.

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ORGANIZATIONS AS EMPLOYERS HANDYS SHAMROCK
Traditional career paths
LEAF 1 CORE FULL- TIME WORKFORCE
Contingent workers
LEAF 2 INDEPENDENT CONTRACTORS
LEAF 3 TEMPORARY HIRES
Free agents
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Critical Survival Skills for the New Workplace

• Mastery you need be good at something.
• Contacts you need to know people.
• Entrepreneurship you must act as if running
  your own business.
• Love of technology you have to embrace
  technology.
• Marketing you need to be able to communicate
  your successes.
• Passion for renewal you need to be continuously
  learning and changing.

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What is an Organization?

• An organization is a collection of people working
  together in a division of labor to achieve a
  common purpose.

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ORGANIZATIONS AS OPEN SYSTEMS
The Environment
RESOURCES
PRODUCTS
WORK
INPUTS
OUTPUTS
The Organization
FEEDBACK
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What is a Manager?
Who are Managers and what do they do?

• A manager is a person who supports and is
  responsible for the work of others

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Levels Types of Managers

• Levels
• Top Managers
• Middle Managers
• Project Managers
• Team Leaders or Supervisors

• Types
• Line Managers
• Staff Managers
• Functional Managers
• General Managers
• Administrators

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THE MANAGERS CHALLENGE
HIGHER LEVELS
ACCOUNTABILITY
MANAGER
PERFORMANCE
DEPENDENCY
DEPENDENCY
DIRECT REPORTS
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The Management Process

• Management is the process of planning,
  organizing, leading and controlling the use of
  resources to accomplish performance goals.

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Functions of Management
Planning Setting performance objectives and
deciding how to achieve them
Organizing Arranging tasks, people, and other
resources to accomplish the work
The Management Process
Controlling Measuring performance and taking
action to ensure desired results
Leading Inspiring people to work hard to achieve
high performance
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MANAGERIAL WORK
P E R F O R M A N C E

• Planning
• Organizing
• Leading
• Controlling

THE SETTING

• hectic pace
• interruptions
• interactions
• many tasks
• long hours

THE PROCESS
THE RESULTS
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Mintzbergs Managerial Roles
INFORMATIONAL

• Figurehead
• Leader
• Liaison

INTERPERSONAL

• Monitor
• Disseminator
• Spokesperson

DECISIONAL

• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

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ESSENTIAL MANAGERIAL SKILLS -- Robert Katz
CONCEPTUAL SKILLS The ability to solve complex
problems
HUMAN SKILLS The ability to work well with people
TECHNICAL SKILLS The ability to perform specific
tasks
Lower-level Managers
Middle-level Managers
Upper-level Managers
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Chapter 1 Review

• What are the challenges of working today?
• What are organizations like?
• Who are managers and what do they do?
• What is the management process?
• How do you learn managerial skills and
  competencies?