1. “The Question” could be… What is “Management” and Why does it matter? 1-1

2. But perhaps it should really be… How do we make ANYTHING (of importance or substance) happen? 1-2

3. 1-3 From: http://www.culturefocus.com/egypt.htm http://www.culturefocus.com/egypt.htm Copyright: Steve Underwood

4. Vancouver Island Health Authority Vancouver Island Health Authority 1-4

5. 1-5 2010 Olympics

6. Chapter 1 Introduction to Management and Organizations 1-6

7. So…who are Managers? (aka “Mangers”) Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Simplified, it involves people, activities, and goals. 1-7

8. Manager’s Context or “Terrain” Their ability to act is affected by both the internal culture of the organization and the constraints of the external environment – including the global environment. Their ability to act is affected by both the internal culture of the organization and the constraints of the external environment – including the global environment. Also deal with complicated ethical and social responsibility issues as they plan, organize, lead and control. Also deal with complicated ethical and social responsibility issues as they plan, organize, lead and control. This is what we’ll explore in Week’s 2 & 3 1-8

9. Exhibit 1.1 Managerial Levels Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-9

10. What are the Manager’s Primary Concerns? Efficiency Efficiency “Doing things right” “Doing things right” Getting the most output from the least amount of inputs Getting the most output from the least amount of inputs Effectiveness Effectiveness “Doing the right things” “Doing the right things” Completing activities so that organizational goals are achieved Completing activities so that organizational goals are achieved 1-10

11. Exhibit 1.3 Management Functions 1-11 Planning Defining goals, establishing strategy, and developing sub-plans to coordinate activities Lead to Organizing Determining what needs to be done, how it will be done, and who is to do it Leading Directing and motivating all involved parties and resolving conflicts Controlling Monitoring activities to ensure that they are accomplished as planned Achieving the organization’s stated purpose This is the structure for our course

12. Other ways to look at management - Roles Henry Mintzberg’s Management Roles Approach (Exhibit 1.4) Henry Mintzberg’s Management Roles Approach (Exhibit 1.4) Interpersonal roles Interpersonal roles Figurehead, leader, liaison Figurehead, leader, liaison Informational roles Informational roles Monitor, disseminator, spokesperson Monitor, disseminator, spokesperson Decisional roles Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator Entrepreneur, disturbance handler, resource allocator, negotiator Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-12

13. Management Skills Robert Katz Management Skills Approach Robert Katz Management Skills Approach Technical skills Technical skills Knowledge and proficiency in a specific field Knowledge and proficiency in a specific field Human skills Human skills The ability to work well with other people The ability to work well with other people Conceptual skills Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization The ability to think and conceptualize about abstract and complex situations concerning the organization Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-13

14. Exhibit 1.5 Skills Needed at Different Management Levels Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-14 Top Managers Middle Managers Lower-level Managers Importance Conceptual Skills Human Skills Technical Skills

15. What Is an Organization? An Organization Defined An Organization Defined A deliberate arrangement of people who act together to accomplish some specific purpose A deliberate arrangement of people who act together to accomplish some specific purpose Common Characteristics of Organizations Common Characteristics of Organizations Distinct purpose Distinct purpose Composed of people Composed of people Deliberate structure Deliberate structure Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-15

16. The Types of Organizations Managers and employees work in a variety of sizes of organizations Managers and employees work in a variety of sizes of organizations Large organizations represent only 2% of the organizations in Canada Large organizations represent only 2% of the organizations in Canada Small business represent 98% of all Canadian companies Small business represent 98% of all Canadian companies Managers and employees work in a variety of organizations, and the type of organization has an impact on what managers can do Managers and employees work in a variety of organizations, and the type of organization has an impact on what managers can do Publicly held organizations Publicly held organizations Privately held organizations Privately held organizations Public sector organizations Public sector organizations Crown Corporations Crown Corporations Subsidiaries of foreign organizations (e.g., Sears, Safeway, General Motors, and Ford Motor Company) Subsidiaries of foreign organizations (e.g., Sears, Safeway, General Motors, and Ford Motor Company) Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-16

17. Exhibit 1.7 The Changing Organization Traditional Stable Stable Inflexible Inflexible Job-focused Job-focused Work is defined by job positions Work is defined by job positions Individual-oriented Individual-oriented Permanent jobs Permanent jobs Command-oriented Command-oriented Managers always make decisions Managers always make decisions Rule-oriented Rule-oriented Relatively homogeneous workforce Relatively homogeneous workforce Workdays defined as 9 to 5 Workdays defined as 9 to 5 Hierarchical relationships Hierarchical relationships Work at organizational facility during specific hours Work at organizational facility during specific hours New Organization Dynamic Dynamic Flexible Flexible Skills-focused Skills-focused Work is defined in terms of tasks to be done Work is defined in terms of tasks to be done Team-oriented Team-oriented Temporary jobs Temporary jobs Involvement-oriented Involvement-oriented Employees participate in decision making Employees participate in decision making Customer-oriented Customer-oriented Diverse workforce Diverse workforce Workdays have no time boundaries Workdays have no time boundaries Lateral and networked relationships Lateral and networked relationships Work anywhere, anytime Work anywhere, anytime Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-17

18. Challenges to Managing Ethics Ethics Rules and principles that define right and wrong behaviour Rules and principles that define right and wrong behaviour Increased emphasis on ethics education seen in university and college curriculums Increased emphasis on ethics education seen in university and college curriculums Increased creation and use of codes of ethics by businesses currently Increased creation and use of codes of ethics by businesses currently Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-18

19. Challenges to Managing Workforce Diversity Workforce Diversity The mix of people in organizations in terms of gender, race, ethnicity, disability, sexual orientation, age, demographic characteristics such as education and socio-economic status The mix of people in organizations in terms of gender, race, ethnicity, disability, sexual orientation, age, demographic characteristics such as education and socio-economic status Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-19

20. Challenges to Managing Globalization Globalization Management in international organizations Management in international organizations Political and cultural challenges of operating in a global market Political and cultural challenges of operating in a global market Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-20

21. Challenges to Managing Managing in an E-Business World Managing in an E-Business World The work performed by an organization using electronic linkages to its key constituencies The work performed by an organization using electronic linkages to its key constituencies E-commerce: the sales and marketing component of an e-business E-commerce: the sales and marketing component of an e-business 1-21

22. Exhibit 1.8 Categories of E-Business Involvement Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-22 E-business units within traditional organization E-Business–Enhanced Organization E-business tools and applications used within traditional organization E-Business–Enabled Organization ’s entire work processes revolve around e-business model Total E-Business Organization

23. Challenges to Managing Customers Customers Customers have more opportunities than ever before Customers have more opportunities than ever before Delivering consistent high-quality service is essential Delivering consistent high-quality service is essential Managers need to create customer- responsive organizations Managers need to create customer- responsive organizations Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-23

24. Challenges to Managing Innovation Innovation “Nothing is more risky than not innovating” “Nothing is more risky than not innovating” Doing things differently, exploring new territory, and taking risks Doing things differently, exploring new territory, and taking risks Managers need to encourage all employees to be innovative Managers need to encourage all employees to be innovative Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-24

25. Challenges to Managing Knowledge Management Knowledge Management The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance Learning Organization Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change An organization that has developed the capacity to continuously learn, adapt, and change Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-25

26. Why Study Management? The universality of management The universality of managementuniversality of managementuniversality of management Good management is needed in all organizations Good management is needed in all organizations The reality of work The reality of work Employees either manage or are managed Employees either manage or are managed These are essential skills and knowledge in making things happen, no matter what the situation (i.e. including self-employment) These are essential skills and knowledge in making things happen, no matter what the situation (i.e. including self-employment) 1-26

27. This Week’s Summary 1. We’ve begun the class experience 2. We saw what management should be about: efficiency and effectiveness 3. We introduced the four functions of management: planning, organizing, leading and controlling 4. We introduced the “place” where management happens: the organization 5. We saw some of the challenges managers face: ethics, globalization, technology, for example. 6. We considered why management matters 1-27

28. Exhibit 1.10 Universal Need for Management Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada 1-28 All Sizes of Organizations Small Large All Types of Organizations Profit Not-for-Profit All Organization Levels Bottom Top Management Is Needed in... All Organizational Areas Manufacturing —Marketing Human Resources—Accounting Information Systems—etc. Return