1. CHAPTER 1 INTRODUCTION TO MANAGEMENT
BOH4M
CHAPTER 1
INTRODUCTION TO MANAGEMENT
Lajipe Faleyimu

2. Chapter Overview What are the challenges of working in the new economy
What are Organizations like In the New Workplace
Organizational Environment – the Makeup and the link
Who are managers and what do they do?
What is the management process
Lajipe Faleyimu

3. Working Today
Organizations are fast changing as well as the nature of work itself
Challenges of Working in The New Economy
Talent
Diversity
Globalization
Technology
Ethics
Careers
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.
Lajipe Faleyimu

4. Organizations In The New Workplace
ORGANIZATION – A collection of people working together to achieve a common purpose
OPEN SYSTEM – Transforms resource inputs from the environment into product outputs
ORGANIZATIONAL PERFORMANCE
Productivity
Performance effectiveness
Performance Efficiency
Critical skills for success in the new workplace
Mastery
Networking
Entrepreneurship
Love of technology
Marketing
Passion for renewal
Lajipe Faleyimu

5. Figure 1.1 Organizations as open systems.
Lajipe Faleyimu

6. Organizations In The New Workplace
CHANGING NATURE OF ORGANIZATIONS
Renewed belief in human capital
Demise of command and control
Emphasis on teamwork
Pre-eminence of Technology
Embrace of Networking
New workforce expectations
Concern for work-life balance
Focus on Speed
Lajipe Faleyimu

7. Organizational Environment
General Environment – e.g Starbucks
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8. Organizational Environment
STAKEHOLDERS – persons, groups and institutions directly affected by an organization
SPECIFIC ENVIRONMENT – (Task Environment) The people and groups with whom an organization interacts
VALUE CREATION - The creation of value for and satisfying needs of stakeholders.
Lajipe Faleyimu

9. Figure 1.4 Multiple stakeholders in the environment of an organization.
Lajipe Faleyimu

10. 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.
ENVIRONMETAL UNCERTAINTY- lack of complete information about the environment (fig 1.5)
ORGANIZATIONAL EFFECTIVENESS - Sustainable high performance in using resources to accomplish a mission
Companies may achieve competitive advantage in many ways, including:
Cost efficiency
Higher quality
Better delivery
Greater flexibility
Two dimensions of environmental uncertainty:
Degree of complexity
Rate of change
Lajipe Faleyimu

11. Managers In The New Workplace
MANAGER- person who supports, activates and is responsible for the work of others.
LEVELS OF MANAGERS (fig 1.6)
Top Managers
Middle Managers
Team Leaders
Lajipe Faleyimu

12. 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.
Lajipe Faleyimu

13. Managers In The New Workplace
MANAGERIAL PERFORMANCE
Accountability – requirement to show performance results to a supervisor
Effective Manager – helps others achieve a high performance and satisfaction at work
Quality of work life – 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
Lajipe Faleyimu

14. Management Process
MANAGEMENT – Process of planning, organizing, leading and controlling the use of resources to accomplish performance goals
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.
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.
Lajipe Faleyimu

15. Figure 1.9 Mintzberg’s 10 Managerial Roles.
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16. Management Process Managerial Activities Work long hours Intense pace
Fragmented and varied tasks
Many communication media
Accomplish their work largely through interpersonal relationship
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17. Management Process AGENDA SETTING NETWORKING SOCIAL CAPITAL
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.
Lajipe Faleyimu

18. Management Process Essential Managerial Skills
LEARNING
SKILL
Technical
Human – Emotional Intelligence
Conceptual
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.
Lajipe Faleyimu

19. Management Process
MANAGERIAL COMPETENCY – skill based capacity for high performance in a management job
Communication
Teamwork
Self-Management
Leadership
Critical Thinking
Professionalism
Lajipe Faleyimu

20. Review: Introduction to Management
How is Globalization creating career challenges for today’s graduates
Is it acceptable to sacrifice performance efficiency for performance effectiveness
If interests of a firm’s owners conflict with that of the community. Who gets preference
In what ways could we expect the work of a top manager to differ from that of a team leader
Among the various skills and competencies for managerial success, which do you consider the most difficult to develop and why?
Lajipe Faleyimu