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BOH4M

CHAPTER 1INTRODUCTION TO

MANAGEMENT

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Chapter OverviewWhat are the challenges of

working in the new economyWhat are Organizations like In

the New WorkplaceOrganizational Environment – the

Makeup and the linkWho are managers and what do

they do?What is the management process

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Working TodayOrganizations are fast changing

as well as the nature of work itself

Challenges of Working in The New Economy

TalentDiversityGlobalizationTechnologyEthicsCareers

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Organizations In The New WorkplaceORGANIZATION – A collection of

people working together to achieve a common purpose

OPEN SYSTEM – Transforms resource inputs from the environment into product outputs

ORGANIZATIONAL PERFORMANCE

ProductivityPerformance effectivenessPerformance Efficiency

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Figure 1.1 Organizations as open systems.

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Organizations In The New WorkplaceCHANGING NATURE OF

ORGANIZATIONSRenewed belief in human capitalDemise of command and controlEmphasis on teamworkPre-eminence of TechnologyEmbrace of NetworkingNew workforce expectationsConcern for work-life balanceFocus on Speed

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Organizational EnvironmentGeneral Environment – e.g

Starbucks

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Organizational EnvironmentSTAKEHOLDERS – persons,

groups and institutions directly affected by an organization

SPECIFIC ENVIRONMENT – (Task Environment) The people and groups with whom an organization interacts

VALUE CREATION - The creation of value for and satisfying needs of stakeholders.

Figure 1.4 Multiple stakeholders in the environment of an organization.

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Organizational EnvironmentCOMPETITIVE ADVANTAGE – a core

competency that clearly sets an organization apart from competitors and gives it an advantage over them in the marketplace.

ENVIRONMETAL UNCERTAINTY- lack of complete information about the environment (fig 1.5)

ORGANIZATIONAL EFFECTIVENESS - Sustainable high performance in using resources to accomplish a mission

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Managers In The New WorkplaceMANAGER- person who supports,

activates and is responsible for the work of others.

LEVELS OF MANAGERS (fig 1.6)Top ManagersMiddle ManagersTeam Leaders

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Managers In The New WorkplaceTypes 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.

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Managers In The New WorkplaceMANAGERIAL PERFORMANCEAccountability – requirement to

show performance results to a supervisor

Effective Manager – helps others achieve a high performance and satisfaction at work

Quality of work life – overall quality of human experiences in the workplace

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Management ProcessMANAGEMENT – Process of planning,

organizing, leading and controlling the use of resources to accomplish performance goals

Figure 1.9 Mintzberg’s 10 Managerial Roles.

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Management ProcessManagerial Activities

Work long hoursIntense paceFragmented and varied tasksMany communication mediaAccomplish their work largely through

interpersonal relationship

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Management ProcessAGENDA SETTINGNETWORKINGSOCIAL CAPITAL

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Management ProcessEssential Managerial Skills

LEARNINGSKILL

TechnicalHuman – Emotional IntelligenceConceptual

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Management ProcessMANAGERIAL COMPETENCY – skill

based capacity for high performance in a management job

CommunicationTeamworkSelf-ManagementLeadershipCritical ThinkingProfessionalism

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Review: Introduction to ManagementHow is Globalization creating career

challenges for today’s graduates Is it acceptable to sacrifice

performance efficiency for performance effectiveness

If interests of a firm’s owners conflict with that of the community. Who gets preference

In what ways could we expect the work of a top manager to differ from that of a team leader

Among the various skills and competencies for managerial success, which do you consider the most difficult to develop and why?