1. Introduction to Management Bob Fast
Chapter 1
Week 1a (Sept 13) IM
Fall 2011
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2. To Start (1st half of class)
Introductions
Overview of course
Relationship to other courses
Relationship to our lives
Welcome everyone
Go over plan for class (1st half)
2nd half  review syllabus & provide some background to this subject on management
Next slide…..
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3. Introductions! Who are you, who am I?
- Name, home town, year at Providence
Why are you here?
- what program are you in?
- why have you elected this program?
What is your managerial or leadership experience?
- business, retail, sports, school, church, etc
I find that the better we know each other, the better we can help each other gain the most of the course….
You may know each other well… or some may be just beginning and know very few
While you think a bit about your personal introductions, let me share a little about myself…. Much is contained in the bio I included in the syllabus.
…. Answer the questions for me…..
Okay, now it is your turn. Who will go first?
Once all have completed move on….. Next slide is course overview
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4. Overview of course Key questions we’re tackling:
What is an organization?
Do I want to work in one?
What is a manager?
Do I want to be one?
What is the relevance to faith & ministry?
By the end of this course, I hope you will be able to have a good sense of these basic questions
We will certainly be getting into much more information that simply these questions, however, at the end of the day, if you think you are interested in business and working in some form of business, it is important to understand what organizations are and what managers are to do within those organizations.
This particular course is designed to help provide you with an introduction to and overview of the field of management.
It is not a comprehensive, deep dive into management, but should give you a broad based understanding of management and the context in which management is required.
I have used the term “organization” very intentionally here as I believe that the need for management skill and practise is equally important in not-for-profit and churches as it is for business
Jim Collins, in his appendix to his book “Good to Great” talks about this…. Let me quote him…..
You will hear me speak often about the cross over between secular the religious organizations…. I have lived in both worlds and see the transferability of the managerial skills very clearly.
We will also spend a fair bit of time talking about leadership throughout this course with a particular emphasis on leadership in one or two classes.
NEXT Slide: Lego exercise.
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5. Housekeeping Start time of class is 6:30; ends @ 9:15
I will begin each class at 6:30
Some classes will begin with test
We have a break mid-way (approx 7:45 – 8:00)
Name cards – pls bring your name card each week
Bring Textbook to class each week
We will review the syllabus in the 2nd half of the class
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6. Managing in the Twenty-First Century1
C H A P T E R
Managing in the Twenty-First Century
Part One: Introduction to Managing
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7. Chapter Objectives After studying this chapter and the case exercises at the end, you should be able to:
List the specific management tasks facing a manager.
Identify the manager.
Answer the question, “Do I have what it takes to be a manager?”
Understand the skills that a manager must possess.
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8. Chapter Objectives (continued)
Explain the characteristics of the external environment that influence managers.
Explain how the characteristics of modern organizations influence managers.
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9. Organization Defined Organization
A group of people with formally assigned roles who work together to achieve the stated goals of the group.
Characteristics:
Common purpose/goals
Organizational structure
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10. Organization Defined Organization
A group of people with formally assigned roles who work together to achieve the stated goals of the group.
Characteristics:
Common purpose/goals
Organizational structure
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11. Management Defined Manager Management Process
A person who plans, organizes, leads, and controls the work of others so that the organization achieves its goals.
Is responsible for contribution.
Gets things done through the efforts of other people.
Is skilled at the management process.
Management Process
Refers to the manager’s four basic functions of planning, organizing, leading, and controlling.
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12. You Too Are a Manager
Management skills are also useful for “non-managers”.
In the workplace
Leisure activities
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13. Efficiency and Effectiveness
Efficiency means achieving the greatest possible output with a given amount of input.
Effectiveness means to achieve goals that have been set.
To achieve managerial effectiveness, focus on
The tasks that employees do
The satisfaction of employees as they do the tasks
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14. What Else Do Managers Do? Mintzberg’s Managerial Roles
Figurehead
Leader
Liaison
Spokesperson
Negotiator
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15. The Manager as Innovator
The Entrepreneurial Process
Getting employees to think of themselves as entrepreneurs.
The Competence-Building Process
Working hard to create an environment that lets employees really take charge.
The Renewal Process
Guarding against complacency by encouraging employees to question why they do things as they do—and if they might do them differently.
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16. Types of Managers
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FIGURE 1–1

17. Do You Have the Traits to Be a Manager?
Personality and Interests
Social Orientation
Attracted to working with others in a helpful or facilitative way; comfortable dealing with people.
Enterprising Orientation
Enjoy working with people in a supervisory or persuasive way in order to achieve some goal.
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18. Do You Have the Traits to Be a Manager? (cont’d)
Competencies
Managerial Competence
The motivation and skills required to gain a management position, including intellectual (analytical), emotional, and interpersonal skills.
Career Anchor
Is an occupational self-concept or value that directs an individual’s career choices. Managers often have had a strong motivation to earn the position of manager.
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19. The Managerial Skills Technical Skills Interpersonal Skills
The need to know how to plan, organize, lead, and control.
Interpersonal Skills
An understanding of human behavior and group processes, and the feelings, attitudes, and motives of others, and ability to communicate clearly and persuasively.
Conceptual Skills
Good judgment, creativity, and the ability to see the “big picture” when confronted with information.
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20. What is a Manager? …. A blend of:
a force for change – lead
entrepreneurial approach
competence-building process
renewal
a force for stability - manage
holding to standards
holding to goals
valuing
Discuss slide
The Entrepreneurial Process
Getting employees to think of themselves as entrepreneurs.
The Competence-Building Process
Working hard to create an environment that lets employees really take charge.
The Renewal Process
Guarding against complacency by encouraging employees to question why they do things as they do—and if they might do them differently.
NEXT SLIDE:
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21. Today’s Management Environment
Globalization
The tendency of firms to extend their sales, ownership, and/or manufacturing to new markets abroad.
Technological Innovation
Information technology advances have revolutionized the workplace
Deregulation and Privatization
Less government involvement in business
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22. Today’s Management Environment
Changing Political Systems
Central planning is being replaced by capitalism
A Diverse Workforce
Increasing numbers of women and minority-groups participating
Becoming older
Category Killers
Large chain stores squeeze out weaker retail firms and negotiate lower cost of goods sold
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23. Basic Management Features Today
Smaller, More Entrepreneurial Organizational Units
Team-Based and Boundaryless Organizations
Empowered Decision-Making
Flatter Organizational Structures
Knowledge-Based Management
New Bases of Management Power
An Emphasis on Vision
Strong Leadership
Technology and E-based Management
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24. The Evolution of a Faster Business Model
Source: Harvard Business Review, March–April 1998, p. 82. Copyright © 1998 by the President and Fellows of Harvard College. All rights reserved.
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FIGURE 1–3

25. The Foundations of Modern Management
The Classical Approach to Management
Frederick W. Taylor and Scientific Management
The “one best way”
Scientific selection of personnel
Financial incentives
Functional foremanship
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26. The Foundations of Modern Management (cont’d)
The Classical Approach to Management (cont’d)
Frank and Lillian Gilbreth and Motion Study
Analyzed physical motion and work processes to improve worker efficiency.
Henri Fayol and the Principles of Management
Defined the functions of management
Published “General and Industrial Management”
Advocated “chain of command”
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27. The Foundations of Modern Management (cont’d)
The Classical Approach to Management (cont’d)
Max Weber and the Bureaucracy
A well-defined hierarchy of authority
A clear division of work
A system of rules covering the rights and duties of position incumbents
A system of procedures for dealing with the work situation
Impersonality of interpersonal relationships
Selection for employment, and promotion based on technical competence
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28. The Foundations of Modern Management (cont’d)
The Behavioural School of Management
The Hawthorne Studies
Researchers found that it was the social situations of the workers, not just the working conditions, that influenced behavior at work.
The Human Relations Movement
Emphasized that workers were not just “givens” in the system. Workers have needs and desires that organizations have to accommodate.
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29. The Foundations of Modern Management (cont’d)
The Behavioural School of Management (cont’d)
Douglas McGregor: Theory X
Most people dislike work and responsibility and prefer to be directed.
They are motivated not by the desire to do a good job, but simply by financial incentives.
Most people must be closely supervised, controlled, and coerced into achieving organizational objectives.
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30. The Foundations of Modern Management (cont’d)
The Behavioural School of Management (cont’d)
Douglas McGregor: Theory Y
People wanted to work hard.
People could enjoy work.
People could exercise substantial self-control.
Managers could trust employees if managers treated them right.
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31. The Foundations of Modern Management (cont’d)
The Behavioural School of Management (cont’d)
Rensis Likert and the Employee-Centered Organization
Less effective organizations have a “job-centered” focus: specialized jobs, emphasis on efficiency, and close supervision of workers.
Effective “employee-centered” organizations build effective work groups with high performance goals.”
Participation is an important approach employed by high-producing managers.
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32. Bridging the Eras Chester Barnard’s “Zone of Indifference”
A range of orders that a worker will willingly accept without consciously questioning their legitimacy.
Managers have to provide sufficient inducements (and not just financial ones) to make each employee’s zone of indifference wider.
Herbert Simon and Gaining Compliance
Use the classicists’ command and control approach.
Foster employee self-control by providing better training, encouraging participative leadership, and developing commitment and loyalty.
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33. The Quantitative School
The Management Science Approach
Operations Research/ Management Science
Seeks optimal solutions to management problems through research and the use of scientific analysis and tools.
The Systems Approach
The view that an organization exists as a set of interrelated subsystems that all contribute internally to the organization’s purpose and success while interacting with the organization’s external environment.
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34. The Contingency Approach
Contingency View of Management.
The organization and how its managers should manage it are contingent on the company’s environment and on technology.
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35. To Start overview of course relationship to other courses
relationship to our lives
So how does Intro to Management relate to the other courses in the Business Program?
The next slide, while a bit busy, gives a great snap shot of how this course sets up against the other business courses here at Providence.
NEXT SLIDE: Diagram of program and courses
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36. Business Program E1 E2 MA EC/CT FA CF IB P/S MS SM CL SA IM FM CU BC
Review this
Next slide: Connector CU BC BG OB HR E EM
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37. What is a Christian Manager?
(How does the study of management relate to our lives)
How do you think this course will connect with you as a Christian in business?
Open up for discussion……
NEXT Slide: Romans 12 verse

38. What is a Christian Manager?
Do not conform any longer to the pattern of this world....Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the measure of faith God has given you....We have different gifts, according to the grace given us…if it [the gift] is leadership, let him govern diligently…
Romans 12
How does the Bible address this idea of managing?
Have someone read the slide…..
NEXT SLIDE: goes into more detail
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39. What is a Christian Manager?
Do not conform any longer to the pattern of this world....Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the measure of faith God has given you....We have different gifts, according to the grace given us…if it [the gift] is leadership, let him govern diligently…
Romans 12
let’s look more closely at this passage….
Notice the words or phrases in red >> review them
NEXT slide: further break down
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40. What’s A Christian Manager?
…leaders, govern diligently…
o proistamenoV en
spoudh
proistemi
spoude
pro-is'-tay-mee
spoo-day‘
Leaders that govern diligently…. Review slide
Next slide: more detail… to summary
he that
takes the lead
[should do it]
with
diligence
to set or place before
to set over
to be over, to superintend, preside over
to be a protector or guardian
to give aid
to profess honest occupations
haste, with haste
earnestness, diligence
earnestness in accomplishing, promoting, or striving after anything
to give all diligence, interest one's self most earnestly
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41. What is a Christian Manager?
…leaders, govern diligently…
You haven’t been made a manager to exercise power. You’re here to protect and guard, to care for, give attention to.
How?
As a Christian manager, you are really a steward of what god has entrusted you… for the benefit of others, not yourself.
Also, with the idea of stewardship comes the concept of responsibility and accountability … managing is not something to be taken lightly
Another great example of this is the parable of the talents – Luke 19:11 – 26 (review if time)
NEXT SLIDE: personal characteristics
Not casually, not plodding along. With an eagerness. With your full attention and abilities.
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42. Summary Management Process or Framework Planning Organizing Leading
Controlling
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43. Summary change + Core Management Skills technical interpersonal
conceptual
Technical Skills
The need to know how to plan, organize, lead, and control.
Interpersonal Skills
An understanding of human behavior and group processes, and the feelings, attitudes, and motives of others, and ability to communicate clearly and persuasively.
Conceptual Skills
Good judgment, creativity, and the ability to see the “big picture” when confronted with information.
Have to take pleasure in change
change +
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44. Summary Organization:
Group of people
Assigned roles
Working together collectively
Achieve stated goals
With oversight and led by a Manager!
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45. Questions???
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46. Break Time….
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