1. PowerPoint Presentation to Accompany Management, 2/e John R. Schermerhorn, Jr. and Barry Wright Prepared by: Jim LoPresti University of Colorado, Boulder Revised by: Dr. Shavin Malhotra Ryerson University, Toronto, Ontario Published by: John Wiley & Sons Canada, Ltd. Chapter 1: Introducing Management

2.  What are the challenges of working in the new economy?  What are organizations like in the new workplace?  What is the makeup of the external environment of organizations and how is an organization linked to its environment?  Who are managers and what do they do?  What is the management process and how do you learn the essential managerial skills and competencies? Planning Ahead — Chapter 1 Study Questions Management 2e- Chapter 12

3.  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. Overview of the New Workplace Management 2e - Chapter 13

4.  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. Study Question 1: What are the challenges of working in the new economy? Management 2e- Chapter 14

5.  Diversity Workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness. A diverse and multicultural workforce both challenges and offers opportunities to employers. Many call diversity a “business imperative” and view it as an asset Study Question 1: What are the challenges of working in the new economy? Management 2e- Chapter 15

6.  How diversity bias can occur in the workplace: Prejudice Discrimination Glass ceiling effect Study Question 1: What are the challenges of working in the new economy? Management 2e- Chapter 16

7. Study Question 1: What are the challenges of working in the new economy?  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. Management 2e - Chapter 17

8. Study Question 1: What are the challenges of working in the new economy?  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. Management 2e- Chapter 18

9.  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 Study Question 1: What are the challenges of working in the new economy? Management 2e- Chapter 19

10.  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. Study Question 1: What are the challenges of working in the new economy? Management 2e- Chapter 110

11.  Critical skills for success in the new workplace Mastery Networking Entrepreneurship Love of technology Marketing Passion for renewal Study Question 2: What are organizations like in the new workplace? Management 2e- Chapter 111

12. Study Question 2: What are organizations like in the new workplace?  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. Management 2e- Chapter 1 12

13.  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. Study Question 2: What are organizations like in the new workplace? Management 2e- Chapter 113

14. Figure 1.1 Organizations as open systems. Management 2e- Chapter 114

15.  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. Study Question 2: What are organizations like in the new workplace? Management 2e- Chapter 115

16.  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. Study Question 2: What are organizations like in the new workplace? Management 2e- Chapter 116

17. Figure 1.2 Productivity and the dimensions of organizational performance. Management 2e- Chapter 117

18.  Workplace changes that provide a context for studying management Belief in human capital Demise of “command-and-control” Emphasis on teamwork Preeminence of technology Embrace of networking New workforce expectations Concern for work-life balance Focus on speed Study Question 2: What are organizations like in the new workplace? Management 2e- Chapter 118

19.  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 Study Question 3: What is the makeup of the external environment of organizations and how is an organization linked to its environment? Management 2e- Chapter 119

20. Figure 1.3 Starbucks general environment. Management 2e- Chapter 120

21.  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 Study Question 3: What is the makeup of the external environment of organizations and how is an organization linked to its environment? Management 2e- Chapter 121

22. Figure 1.4 Multiple stakeholders in the environment of an organization. Management 2e- Chapter 122

23.  Competitive advantage a core competency that clearly sets an organization apart from competitors and gives it an advantage over them in the marketplace. Study Question 3: What is the makeup of the external environment of organizations and how is an organization linked to its environment? Management 2e- Chapter 123

24.  Companies may achieve competitive advantage in many ways, including : Cost efficiency Higher quality Better delivery Greater flexibility Study Question 3: What is the makeup of the external environment of organizations and how is an organization linked to its environment? Management 2e- Chapter 124

25.  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 Study Question 3: What is the makeup of the external environment of organizations and how is an organization linked to its environment? Management 2e- Chapter 125

26. Figure 1.5 Dimensions of uncertainty Management 2e- Chapter 126

27.  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 Study Question 3: What is the makeup of the external environment of organizations and how is an organization linked to its environment? Management 2e- Chapter 127

28. Study Question 4: Who are managers and what do they do?  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. Management 2e- Chapter 128

29. Study Question 4: Who are managers and what do they do?  Manager 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. Management 2e- Chapter 129

30.  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. Study Question 4: Who are managers and what do they do? Management 2e- Chapter 130

31. Figure 1.6 Management levels in a typical business and non-profit organizations Management 2e- Chapter 131

32.  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. Study Question 4: Who are managers and what do they do? Management 2e- Chapter 132

33.  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. Study Question 4: Who are managers and what do they do? Management 2e- Chapter 133

34.  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. Study Question 4: Who are managers and what do they do? Management 2e- Chapter 134

35.  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. Study Question 4: Who are managers and what do they do? Management 2e- Chapter 135

36.  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 Study Question 4: Who are managers and what do they do? Management 2e- Chapter 136

37.  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. Study Question 4: Who are managers and what do they do? Management 2e- Chapter 137

38.  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. Study Question 4: Who are managers and what do they do? Management 2e- Chapter 138

39.  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. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 139

40. Figure 1.8 Four functions of management. Management 2e- Chapter 140

41.  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. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 141

42.  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. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 142

43.  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. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 143

44. Figure 1.9 Mintzberg’s 10 Managerial Roles. Management 2e- Chapter 144

45. Study Question 5: What is the management process and how do you learn managerial skills and competencies?  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. Management 2e- Chapter 1 45

46.  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. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 146

47.  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. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 147

48.  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. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 148

49. Figure 1.10 Katz’s Essential Managerial Skills. Management 2e- Chapter 149

50.  Managerial competency A skill-based capability that contributes to high performance in a management job. Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 150

51.  Competencies for managerial success: Communication Teamwork Self-management Leadership Critical thinking Professionalism Study Question 5: What is the management process and how do you learn managerial skills and competencies? Management 2e- Chapter 151

52.  Commitment to experience and self- assessment  Learning from others  Learning about yourself  End chapter self-assessments Learning Model Management 2e- Chapter 152

53.  Inquiry and Reflection  Real-life examples  Research brief  Learning checks  Self-test Learning Model Management 2e- Chapter 153

54.  Analysis and Application  Real ethics  Issues and situations  Class exercise  Case study Learning Model Management 2e- Chapter 154

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