Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM1-1 Managers and Management

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM1-2 Learning Objectives Describe the differences between managers and operative employees Explain what the term management means Differentiate between efficiency and effectiveness Describe the four primary processes of management

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM1-3 Learning Objectives Classify the three levels of managers and identify the primary responsibility of each group Summarize the essential roles performed by managers Discuss whether the manager’s job is generic Describe the four general skills necessary for becoming a successful manager

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Organization A systematic arrangement of people brought together to accomplish some specific purpose FOM1-4

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM1-5 The Characteristics of an Organization Has a Distinct Purpose Is Composed of People Has a Deliberate Structure

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Middle Managers First-Line Managers Operative Employees Top Managers The Levels of an Organization Supervise Others Work on Jobs FOM1-6

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Management Process of getting things done, efficiently and effectively, with and through other people FOM1-7

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Goals Low Waste High Attainment Means Efficiency Ends Effectiveness Efficiency and Effectiveness Resource Usage Goal Attainment FOM1-8

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM1-9 Planning Leading Organizing Controlling The Basic Four Management Processes

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM1-10 Mintzberg’s Managerial Roles DecisionalInterpersonal Informational

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Is The Manager’s Job Universal? Level in the Organization Profit Versus Non-Profit FOM1-11

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Distribution of Manager’s Time FOM1-12

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. The Roles That Managers Play High Moderate Low Importance Spokesperson Resource Allocator Entrepreneur Figurehead Leader Liaison, Monitor Disturbance Handler Negotiator DisseminatorEntrepreneur Small FirmsLarge Firms FOM1-13

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Management Across National Borders Concepts and ideas are transferable to most English- speaking, free- market democracies Will need to modify concepts in other countries FOM1-14

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Managers and Decisions Identify critical problems Gather and use appropriate data Make sense of the information Choose the best course of action FOM1-15

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Managers and Change Change agents Dynamic environment Flexible and adaptable FOM1-16

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. InterpersonalConceptual TechnicalPolitical General Management Skills FOM1-17

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Specific Management Skills Controlling the organization’s environment and resources Organizing and coordinating Handling information Providing for growth and development Motivating employees and handling conflicts Strategic problem-solving FOM1-18

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Management Competencies Initiate and implement change Monitor, maintain and improve performance Monitor and control resources Secure effective resource allocation Recruit and select staff FOM1-19

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. 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 FOM1-20

Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario 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