1. Management, 6e Schermerhorn
Prepared by
Cheryl Wyrick
California State Polytechnic University Pomona
John Wiley & Sons, Inc

2. COPYRIGHT
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3. CHAPTER 1 The Dynamic New Workplace
Planning Ahead - the major study questions:
What are organizations like in the new workplace?
Who are managers and what do they do?
What is the management process?
What are the challenges ahead?
Schermerhorn - Chapter 1

4. Organizations and the New Workplace
combine the talents of their employees to achieve unique and significant results
Schermerhorn - Chapter 1

5. Organizations and the New Workplace
Individuals depend on organizations to provide gainful employment
good organizations make the best employers
Schermerhorn - Chapter 1

6. Organizations and the New Workplace
People
are the the ultimate foundations of organizational performance
represent intellectual capital
are indispensable in creating long-term success
Schermerhorn - Chapter 1

7. Organizations and the New Workplace
What is an Organization?
A collection of people working together to achieve a common purpose
Members are able to accomplish more than they would individually
Schermerhorn - Chapter 1

8. Organizations and the New Workplace
What is an Organization?
The purpose is to produce goods and/or services that satisfy the needs of customers
Quality products and customer satisfaction are sources of organizational strength and performance advantage
Schermerhorn - Chapter 1

9. Organizations and the New Workplace
Organizations as Systems
A system is a collection of interrelated parts that function together to achieve a common purpose
organizations are open systems that interact with their environments
organizations transform resource inputs into product outputs (goods and services)
feedback from the environment tells an organization how well it is meeting the needs of customers and society
Schermerhorn - Chapter 1

10. Organizations and the New Workplace
Productivity and Organizational Performance
Value-added
if an organization can add value to the original cost of resource inputs it can:
earn a profit
add wealth to society
Schermerhorn - Chapter 1

11. Organizations and the New Workplace
Productivity and Organizational Performance
Performance effectiveness
measure of task output or goal accomplishment
direct line to ultimate customer service and satisfaction
Schermerhorn - Chapter 1

12. Organizations and the New Workplace
Productivity and Organizational Performance
Performance efficiency
measure of the resource cost associated with goal accomplishment
measure of outputs realized compared to inputs consumed
Schermerhorn - Chapter 1

13. Organizations and the New Workplace
Changing Nature of Organizations
Quality is a strong productivity theme
total quality management (TQM) is managing with an organizationwide commitment to
continuous improvement
completely meeting customers’ needs
Schermerhorn - Chapter 1

14. Organizations and the New Workplace
Changing Nature of Organizations
Change is an important aspect of organizations
Technology
virtual organizations operate with the support of extensive computer networks
allows people to work across large geographical distances
Schermerhorn - Chapter 1

15. Organizations and the New Workplace
Changing Nature of Organizations (con’t)
Cross-functional task forces
employees who work in different parts of an organization meet to share problem-solving expertise and coordinate operations
Schermerhorn - Chapter 1

16. Managers and the New Workplace
A Manager is someone in an organization who is responsible for the work performance of one or more employees
ex. supervisor, team leader, division head, administrator, project director
Schermerhorn - Chapter 1

17. Managers and the New Workplace
Essential Human Resources are employees that report to managers
ex. direct reports, team members, subordinates
Schermerhorn - Chapter 1

18. Managers and the New Workplace
A Managers’ key responsibility is to help an organization achieve high performance by utilizing human and material resources
Management is the process consisting of
planning
organizing
leading
controlling
Schermerhorn - Chapter 1

19. Managers and the New Workplace
Types of Managers
Top managers
ensure that major performance objectives are established and accomplished in accordance with an organization’s purpose
responsible for performance of an organization as a whole or one of its significant parts
ex. CEO, COO, president, vice president
Schermerhorn - Chapter 1

20. Managers and the New Workplace
Types of Managers (con’t)
Middle managers
report to top managers
in charge of relatively large departments or divisions
implement complex projects that require the participation of persons from different parts of organizations
ex. Plant managers, division managers, branch sales managers, clinic directors, deans
Schermerhorn - Chapter 1

21. Managers and the New Workplace
Types of Managers (con’t)
First-line managers
in charge of a smaller work unit composed of nonmanagerial workers
ensure that their work team or unit meets performance objectives that are consistent with plans of middle and top management
ex. team leader, supervisor, department head, unit manager
Schermerhorn - Chapter 1

22. Managers and the New Workplace
Types of Managers (con’t)
Managers work in different capacities within organizations
Line managers are responsible for work activities that directly affect an 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 typically work in nonprofit organizations
Schermerhorn - Chapter 1

23. Managers and the New Workplace
Accountability and Managerial Performance
Managers set the conditions through which individuals and groups contribute to organizational productivity
Accountability is the requirement of one person to answer to a higher authority and show the results that were achieved for assigned duties
Managers fulfill performance accountability while achieving high performance outcomes and high levels of job satisfactions
Schermerhorn - Chapter 1

24. Managers and the New Workplace
Accountability and Managerial Performance
Quality of Work Life (QWL) - an indicator of overall quality of human experience
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
Schermerhorn - Chapter 1

25. Managers and the New Workplace
Valuing Diversity describes demographic differences among members of the workforce
age
gender
race
national origin
physical characteristics
Schermerhorn - Chapter 1

26. Managers and the New Workplace
Accountability and Managerial Performance
Challenges of Valuing Diversity
Cultural bias
prejudice: negative, irrational attitudes towards members of minority groups
discrimination: denying members of minority groups full benefits of organizational membership
glass ceiling effect: existence of an invisible barrier that prevents women and minority workers from rising above a certain level of organizational responsibility
Schermerhorn - Chapter 1

27. The Management Process
Functions of Management
Planning
setting performance objectives and determining what actions should be taken to accomplish them
Organizing
process of assigning tasks, allocating resources and arranging the coordinated activities of individuals and groups to implement plans
Schermerhorn - Chapter 1

28. 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
Schermerhorn - Chapter 1

29. The Management Process
Managerial Activities and Roles
Interpersonal roles - interactions with persons inside and outside the work unit
Informational roles - involve the giving, receiving and analyzing of information
Decisional roles - involve using information to make decisions to solve problems or address opportunities
Schermerhorn - Chapter 1

30. The Management Process
Managerial Activities and Roles
Managers work:
long hours
at an intense pace
at fragmented and varied tasks
largely through interpersonal relationships
Schermerhorn - Chapter 1

31. The Management Process
Managerial Agendas and Networks
Agenda setting -
develop action priorities for their jobs
include goals and plans that span long and short time frames
general in the beginning but become more specific
Schermerhorn - Chapter 1

32. The Management Process
Managerial Agendas and Networks
Networking
process of building and maintaining positive relationships with people
Schermerhorn - Chapter 1

33. The Management Process
Managerial Skills and Competencies
Skill - ability to translate knowledge into action that results in desired performance
technical - special proficiency or expertise
human - work well with others
conceptual - ability to view situations broadly and to solve problems
Schermerhorn - Chapter 1

34. The Management Process
Managerial Skills and Competencies
Managerial Competency - skill or personal characteristic that contributes to high performance in a management job
includes
the management process
the manager’s roles
Schermerhorn - Chapter 1

35. The Challenges Ahead: Working in the 21st Century
Global economy
national boundaries are fast disappearing
products are designed in one country, components are made in another country, and assembly occurs in still another country
Schermerhorn - Chapter 1

36. The Challenges Ahead: Working in the 21st Century
Regional economic blocs
Asia (Pacific Rim)
China
Japan
South Korea, Taiwan, Singapore, Malaysia, Thailand
North America (NAFTA)
Latin America
Europe
European Union (EU)
Central Europe beginning to gain strength
Schermerhorn - Chapter 1

37. The Challenges Ahead: Working in the 21st Century
Ethics and Social Responsibility
expectation that social institutions conduct their affairs according to high moral standards
concern for the environment
extends to all aspects of organizations
behavior of employees
changing needs of global economy
Schermerhorn - Chapter 1

38. The Challenges Ahead: Working in the 21st Century
Workforce Diversity
changes in demographic trends and the impact in the workplace
slow growth of workforce
higher average age of workforce
more women entering the workforce
more minorities and immigrants entering the workforce
Schermerhorn - Chapter 1

39. The Challenges Ahead: Working in the 21st Century
Employment Values and Human Rights
equal employment opportunity
equity of compensation and benefits
privacy and due process
freedom from sexual harassment
occupational health and safety
more self-determination
Schermerhorn - Chapter 1

40. The Challenges Ahead: Working in the 21st Century
Information and Technological Change
Information superhighway
Computer hardware
Software
Schermerhorn - Chapter 1