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Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Chapter 1 Managers and Managing in the 21st Century.

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Presentation on theme: "Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Chapter 1 Managers and Managing in the 21st Century."— Presentation transcript:

1 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Chapter 1 Managers and Managing in the 21st Century FOM 1.1

2 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.2 Explain what a manager is Define the term management Differentiate between efficiency and effectiveness Describe the four basic management activities (continued) Learning Outcomes

3 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.3 Classify the three levels of managers and identify the primary responsibility of each level Summarize the essential roles performed by managers Describe the four general skills necessary for becoming a successful manager (continued) Learning Outcomes (continued)

4 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.4 Explain the changes in management over time Describe the implications for managers of a changing world environment Explain the importance of viewing management from a global perspective Learning Outcomes (continued)

5 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Organization A systematic arrangement of people brought together to accomplish some specific purpose FOM 1.5

6 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.6 The Characteristics of an Organization Purpose Structure People

7 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.7 Middle Managers First-Line Managers Front-Line Employees Top Managers The Levels of an Organization Supervise Others Work on Jobs

8 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Management Process of getting things done, efficiently and effectively, through and with other people FOM 1.8

9 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. Goals Low Waste High Attainment Means Efficiency Ends Effectiveness Efficiency and Effectiveness Resource Usage Goal Attainment FOM 1.9

10 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. Planning Defining goals and establishing action plans Controlling Monitoring activities to ensure that they are achieving results Leading Guiding and motivating all involved parties Organizing Determining what needs to be done, in what order, and by whom Management Activities Effective Management FOM 1.10

11 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.11 Changes in Management Over Time Scientific management--one best way General administrative theories--universal set of activities Human relations--importance of human factor Today, management is a blend scientific (efficiencies), general administrative (bureaucracy), and human relations (employees have a large impact on success of company)

12 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.12 Scientific Management Developed by Frederick Taylor One best way to get the job done Viewed workers as inefficient Promoted Four Principles 1. Develop a science for each component of work 2. Scientifically Select and Train Workers 3. Actively cooperate with workers 4. Divide work equally between workers and management

13 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.13 General Administrative Theories Developed by Fayol Described management as universal set of activities. Focuses on division of labour, clear hierarchy, rules and impersonal relations

14 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.14 Human Relations Idea surfaced in early 20 th Century Focused on the notion that work was done by people Need to focus on human element Maslow and motivation and Theory X and Theory Y

15 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.15 Mintzbergs Managerial Roles Interpersonal Decisional Informational

16 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.16 Mintzberg Roles See Page 11, Exhibit 1-4

17 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.17 Universality of Managers Job Importance of roles varies depending on level in organization Managers job in for-profit and not-for-profit organizations generally the same Size of organization impacts whether manager is more of a generalist vs. more of a specialist Not all management concepts are universal Management concepts may need to be modified in other countries

18 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.18 Distribution of Managers Time

19 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.19 The Roles That Managers Play High Moderate Low Importance Spokesperson Resource Allocator Entrepreneur Figurehead Leader Liaison, Monitor Disturbance Handler Negotiator DisseminatorEntrepreneur Small FirmsLarge Firms

20 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.20 Management Across National Borders Concepts and ideas are transferable to most English- speaking, free- market democracies We will need to modify some concepts in other countries

21 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.21 Managers and Decisions In order for managers to make decisions, they need to: Identify critical problems Gather and use appropriate data Make sense of the information Choose the best course of action

22 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.22 Managers and Change Be change agents Be able to work in a dynamic environment Be flexible and adaptable In order to deal with change, managers need to:

23 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.23 General Management Skills POLITICALTECHNICAL INTERPERSONALCONCEPTUAL

24 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.24 Conceptual Skills Mental ability to analyze and diagnose complex situations Allow Managers to see how things fit

25 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.25 Interpersonal Skills Ability to work with, understand, mentor and motivate others Both individually and as a group Many managers fail in this

26 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.26 Technical Skills Ability to apply specialized knowledge or expertise Engineer, accountant, etc

27 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.27 Political Skills Ability to enhance one position, build a power base, and establish the right connection

28 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.28 Specific Management Skills These explain 50% of a managers effectiveness Controlling the organizations environment and resources Organizing and coordinating Handling information Providing for growth and development of staff Motivating staff and handling conflicts Strategic problem-solving

29 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.29 Management Competencies Initiate and implement change Monitor, maintain and improve performance Monitor and control resources Secure effective resource allocation Recruit and select staff (continued)

30 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.30 Management Competencies (continued) Develop teams, individuals, and self Plan, allocate, and evaluate work Create, maintain, and enhance relationships Seek, evaluate, and organize information Exchange information to solve problems

31 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.31 Managers and the Changing World Environment Management is no longer constrained by national borders Managers need to understand what is going on in the world Managers need to take into consideration different economic, political, legal and cultural systems in other countries

32 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.32 Major Environmental Changes Affecting Managers Technology E-commerce E-business Knowledge workers

33 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.33 Management from a Global Perspective Globalization--doing business on a world-wide scale Managers need to be sensitive to issues in other countries Managers also need to be aware of different cultures in Canada

34 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.34 Importance of Managers in the Marketplace Good managers can help an organization perform successfully Poor managers can do the reverse Managers tend to earn more as their responsibilities and accountabilities increase

35 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.35 Is Understanding Management Important? Management affects everyone in an organization Poorly managed organizations will not be successful A good manager is a combination of many factors

36 Robbins et al., Fundamentals of Management, 4 th Canadian Edition ©2005 Pearson Education Canada, Inc. FOM 1.36


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