1. PowerPoint Presentation to Accompany Management Third Canadian Edition John R. Schermerhorn, Jr. Barry Wright
Prepared by: Jim LoPresti
University of Colorado, Boulder
Revised by: Dr. Shavin Malhotra
Ryerson University, Toronto, Ontario

2. Chapter 1: Introducing Management
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3. Chapter 1 Learning Objectives
1.1 Describe the current workplace environment in Canada.
1.2 Identify the characteristics of an organization.
1.3 Describe the dynamic forces that make up the general environment, who are the important organizational stakeholders, and what competitive advantage encompasses.
1.4 Identify who managers are and explain what they do.
1.5 Describe the management process and how managerial skills and competencies are learned.
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4. Working Today
The dynamics of ever-present change extend into the workplace and raise a host of new career challenges.
Smart people commit their energies and intellect to continuous learning and personal development.
Companies with a future are committed to people.
Companies with a future offer inspirational leadership, reward and respect people, and provide supportive work environments.
High performing companies gain extraordinary results from people.
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5. Working Today
Talent
People and their talents are the ultimate foundations of organizational performance.
Intellectual capital is the collective brainpower or shared knowledge of a workforce that can be used to create value.
A knowledge worker’s mind is a critical asset to employers and adds to the intellectual capital of an organization.
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6. Working Today Diversity
Workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and ablebodiedness.
A diverse and multicultural workforce both challenges and offers opportunities to employers.
Many call diversity a “business imperative” and view it as an asset
How diversity bias can occur in the workplace:
Prejudice
Discrimination
Glass ceiling effect
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7. Working Today Globalization
National boundaries of world business have largely disappeared.
Globalization is the worldwide interdependence of resource flows, product markets, and business competition that characterize the new economy.
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8. Working Today Technology
Continuing transformation of the modern workplace through:
The Internet
World Wide Web
Computer networking
Information technology
Telecommuting/virtual teaming/mobile offices
Increasing demand for knowledge workers with the skills to fully use technology.
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9. Working Today
Ethics
Code of moral principles that set standards of conduct of what is good and right.
Ethical expectations for modern businesses:
Integrity and ethical leadership at all levels
Sustainable development
Natural environment protection
Consumer protection
Human rights
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10. Working Today
Careers
Core workers, contract workers, and part-time workers.
People must be prepared to be any one of these types of workers.
People must make sure that their skills are portable and of current value in employment markets.
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11. Organizations Critical skills for success in the new workplace Mastery
Networking
Entrepreneurship
Love of technology
Marketing
Passion for renewal
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12. Organizations Organization
A collection of people working together to achieve a common purpose.
Organizations provide useful goods and/or services that return value to society and satisfy customer needs.
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13. Organizations Organizations are open systems
Composed of interrelated parts that function together to achieve a common purpose.
Interact with their environments.
Transform resource inputs into product outputs (goods and services).
Environmental feedback tells organization how well it is meeting the needs of customers and society.
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14. Figure 1.2 Organizations as open systems.
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15. Organizations Organizational performance
Value creation is a very important notion for organizations.
Value is created when an organization’s operations adds value to the original cost of resource inputs.
When value creation occurs:
Businesses earn a profit.
Nonprofit organizations add wealth to society.
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16. Organizations Organizational performance Productivity
An overall measure of the quantity and quality of outputs relative to the cost of inputs.
Performance effectiveness
An output measure of task or goal accomplishment.
Performance efficiency
An input measure of the resource costs associated with goal accomplishment.
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17. Organizations
Figure 1.3 Productivity and the dimensions of organizational performance.
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18. Organizations
Workplace changes that provide a context for studying management
Priorities on sustainability
Valuing human capital
Demise of “command-and-control”
Emphasis on teamwork
Preeminence of technology
Importance of networking
New workforce expectations
Focus on speed
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19. Organizational Environment
The general environment — all of the background conditions in the external environment of the organization including:
Economic – health of the economy
Legal-political – norms, customs, social values
Socio-cultural – philosophy/objectives of political party running the government
Technological – development and availability of technology
Natural environment – nature and conditions of environment
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20. Organizational Environment
Figure 1.4 Sample general environment conditions faced by firms like Starbucks
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21. Organizational Environment
The specific (task) environment: actual organizations, groups, and persons with whom an organization interacts and conducts business.
Includes important stakeholders such as:
Customers
Suppliers
Competitors
Regulators
Investors/owners
Value creation is creating value for and satisfying the needs of constituencies
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22. Organizational Environment
Figure 1.5 Multiple stakeholders in the specific or task environment of a typical business firm
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23. Organizational Environment
Competitive advantage: a core competency that clearly sets an organization apart from competitors and gives it an advantage over them in the marketplace.
Companies may achieve competitive advantage in many ways, including:
Cost efficiency
Higher quality
Better delivery
Greater flexibility
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24. Organizational Environment
Environmental uncertainty: a lack of complete information regarding what exists and what developments may occur in the external environment.
Two dimensions of environmental uncertainty:
Degree of complexity
Rate of change
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25. Figure 1.6 Dimensions of uncertainty
Organizational Environment
Figure 1.6 Dimensions of uncertainty
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26. Organizational Environment
Organizational Effectiveness – sustainable high performance in using resources to accomplish mission and objectives.
Systems resource approach focuses on resource acquisition
Internal process approach focuses on operations efficiency
Goal approach focuses on accomplishing key objectives
Strategic Constituencies focuses on stakeholder impact
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27. Managers in the New Workplace
Importance of human resources and managers
People are not ‘costs to be controlled.’
High performing organizations treat people as valuable strategic assets.
Managers must ensure that people are treated as strategic assets.
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28. Managers in the New Workplace
directly supports and helps activate the work efforts and performance accomplishments of others.
the people who managers help are the ones whose tasks represent the real work of the organization
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29. Managers in the New Workplace
Levels of management
Top managers — responsible for performance of an organization as a whole or for one of its larger parts.
Middle managers — in charge of relatively large departments or divisions.
Team leaders or supervisors — in charge of a small work group of non-managerial workers.
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30. Managers in the New Workplace
Figure 1.8 Management levels in a typical business and non-profit organizations
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31. Managers in the New Workplace
Responsibilities of team leaders:
Plan meetings and work schedules.
Clarify goals and tasks, and gather ideas for improvement.
Appraise performance and counsel team members.
Recommend pay raises and new assignments.
Recruit, train, and develop team members.
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32. Managers in the New Workplace
Responsibilities of team leaders (cont.):
Encourage high performance and teamwork.
Inform team members about organizational goals and expectations.
Inform higher levels of work unit needs and accomplishments.
Coordinate with others teams and support the rest of the organization.
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33. Managers in the New Workplace
Types 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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34. Managers in the New Workplace
Managerial performance and accountability
Accountability is the requirement of one person to answer to a higher authority for relevant performance results.
Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work.
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35. Managers in the New Workplace
Quality of work life (QWL)
An indicator of the overall quality of human experiences in the workplace.
QWL indicators:
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
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36. Managers in the New Workplace
High performing managers
Are well informed of their team’s needs.
Work alongside those they supervise.
Provide advice and develop support for their team.
Help their people perform to the best of their abilities.
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37. Managers in the New Workplace
The organization as an upside-down pyramid
Reflects the changing nature of work today.
A manager’s job is to support workers’ efforts.
Whole organization is devoted to serving the customer.
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38. The Management Process
Managers achieve high performance for their organizations by best utilizing its human and material resources.
Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals.
All managers are responsible for the four functions.
The functions are carried on continually.
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39. Figure 1.10 Four functions of management.
The Management Process
Figure 1.10 Four functions of management.
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40. The Management Process
Functions of management …
Planning
The process of setting objectives and determining what actions should be taken to accomplish them.
Organizing
The process of assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans.
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41. 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.
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42. The Management Process
Managerial activities and roles
Informational roles
Involve giving, receiving, and analyzing of information.
Interpersonal roles
Involve interactions with persons inside and outside the work unit.
Decisional roles
Involve using information to make decisions in order to solve problems or address opportunities.
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43. Figure 1.11 Mintzberg’s 10 Managerial Roles.
The Management Process
Figure 1.11 Mintzberg’s 10 Managerial Roles.
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44. The Management Process
Characteristics of managerial work
Managers work long hours.
Managers work at an intense pace.
Managers work at fragmented and varied tasks.
Managers work with many communication media.
Managers work largely through interpersonal relationships.
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45. The Management Process
Managerial agendas and networks
Agenda setting
Development of action priorities for one’s job.
Include goals and plans that span long and short time frames.
Networking
Process of building and maintaining positive relationships with people whose help may be needed to implement one’s work agendas.
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46. The Management Process
Learning
The change in a behaviour that results from experience
Lifelong learning
The process of continuously learning from daily experiences and opportunities.
Career success depends on real commitment to learning.
Not just formal classroom learning.
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47. The Management Process
Essential managerial skills
Skill — the ability to translate knowledge into action that results in desired performance.
Technical skill — the ability to apply a special proficiency or expertise to perform particular tasks.
Human or interpersonal skill — the ability to work well in cooperation with others.
Emotional intelligence is the ability to manage ourselves and relationships effectively
Conceptual skill — the ability to think critically and analytically to solve complex problems.
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48. Figure 1.12 Katz’s Essential Managerial Skills.
The Management Process
Figure 1.12 Katz’s Essential Managerial Skills.
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49. The Management Process
Managerial competency
A skill-based capability that contributes to high performance in a management job.
Competencies for managerial success:
Communication
Teamwork
Self-management
Leadership
Critical thinking
Professionalism
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50. Learning Model Commitment to experience and self-assessment
Learning from others
Learning about yourself
End chapter self-assessments
Inquiry and Reflection
Real-life examples
Research brief
Learning checks
Self-test
Analysis and Application
Real ethics
Issues and situations
Class exercise
Case study
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51. COPYRIGHT
Copyright © 2014 John Wiley & Sons Canada, Ltd. All rights reserved. Reproduction or translation of this work beyond that permitted by Access Copyright (The Canadian Copyright Licensing Agency) is unlawful. Requests for further information should be addressed to the Permissions Department, John Wiley & Sons Canada, Ltd. The purchaser may make back-up copies for his or her own use only and not for distribution or resale. The author and the publisher assume no responsibility for errors, omissions, or damages caused by the use of these programs or from the use of the information contained herein.