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Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e 2006 Pearson Education Australia

BUS100 Lecture One

Introduction toorganisations and management

Chapter 1

2Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e 2006 Pearson Education Australia

Introduction

Lecturer Chadinee Maneesoonthorn

Subject BU100 Management

Level 1 - No prerequisite

Email [email protected]


ASSESSMENTS

2 Assignments

1 Exam


L E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.

Who are managers?

Explain how manager differ from non-managerialemployees.

Discuss how to classify managers in organisations.

What is management?

Define management.

Contrast efficiency and effectiveness.

Explain why efficiency and effectiveness are important tomanagement.


L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

What do managers do?

Describe the four functions of management.

Explain Mintzbergs managerial roles.

Describe Katzs three essential managerial skills and howthe importance of these skills changes depending onmanagerial level.

Discuss the changes that are impacting managers jobs.

Explain why customer service and innovation are importantto the managers job.


L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

What is an organisation?

Describe the characteristics of an organisation.

Explain how the concept of an organisation is changing.

Why study management?

Explain the universality of management concept.

Discuss why an understanding of management isimportant even if you dont plan to be a manager.

Describe the rewards and challenges of being amanager.

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An organisation...

Has a Distinct Purpose

Has a Deliberate Structure

Is Composed of People


The changing organisation

Table 1.1


Who are managers?

People who work with and through otherpeople by coordinating and integrating theirwork activities in order to accomplishorganisational goals


Classifying managers

First-line Managers:

Are at the lowest level of management and manage thework of non-managerial employees.

Middle Managers:

Manage the work of first-line managers.

Top Managers:

Are responsible for making organisation-wide decisionsand establishing plans and goals that affect the entireorganisation.


Organisational levels

Figure 1.2 12Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e 2006 Pearson Education Australia

What is management?

The process of coordinating work activities so thatthey are completed efficiently with and throughother people

Efficiency

Doing things right

Getting the most output for the least inputs

Effectiveness

Doing the right things

Attaining organisational goals

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Efficiency and effectiveness inmanagement


What do managers do?

Functional Approach

Planning

Defining goals, establishing strategies to achievegoals, developing plans to integrate and coordinateactivities.

Organising

Arranging work to accomplish organisational goals.

Leading

Working with and through people to accomplishgoals.

Controlling

Monitoring, comparing, and correcting the work.


Management functions


LeaderFigurehead

Interpersonal roles

Liaison

Handler Allocator Negotiator

Decisional roles

Mintzbergs management roles

Monitor Disseminator

Informational roles

Spokesperson

Entrepreneur

Table 1.2


Skills needed at differentmanagement levels

Copyright 2003 Pearson Education Australia 17Figure 1.5 18Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e 2006 Pearson Education Australia

Conceptual skills

Using information to solve business problems

Identifying of opportunities for innovation

Recognising problem areas and implementingsolutions

Selecting critical information from masses of data

Understanding of business uses of technology

Understanding of organisations business model

Source:Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Table 1.3

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Communication skills

Ability to transform ideas into words and actions

Credibility among colleagues, peers, andsubordinates

Listening and asking questions

Presentation skills; spoken format

Presentation skills; written and/or graphic formats


Table 1.3 20Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e 2006 Pearson Education Australia

Effectiveness skills

Contributing to corporate mission/departmentalobjectives

Customer focus

Multitasking: working at multiple tasks in parallel

Negotiating skills

Project management

Reviewing operations and implementingimprovements

Setting and maintaining performance standardsinternally and externally

Setting priorities for attention and activity

Time managementSource:Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site ( www.ama.org), October 30, 2002.

Table 1.3


Interpersonal skills

Coaching and mentoring skills

Diversity skills: working with diverse people andcultures

Networking within the organisation

Networking outside the organisation

Working in teams; cooperation and commitment


Table 1.3 22Robbins, Bergman, Stagg, Coulter: Foundations of Management 2e 2006 Pearson Education Australia

Management skills and functions matrix

Figure 1.6


Managerial functions:distribution of time by level

Leading36%

Organising33%

Planning18%

Controlling13%

Middle-level managers

Leading51%

Organising24%

Planning15%

Controlling10%

First-level managers

Leading

22%

Organising

36%

Planning

28%

Controlling

14%

Top-level managers


Organisational type

Profit or non-profit, all have:

political considerations

business constraints

motivational issues

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Organisational size

Size influences:

Importance of managerial roles Differences in degree and emphasis, but not

function


Small firms Large firms

Importance of managerial roles

Moderate

High

Low

Spokesperson

EntrepreneurFigurehead

Leader

Disseminator

Resource allocator

LiaisonMonitorDisturbance handlerNegotiator

Entrepreneur

Figure 1.8


Changes Impactingthe Managers Job


How The Managers Job Is Changing

Importance of Customers

Customers: the reason that organisations exist

Managing customer relationships is the responsibilityof all managers and employees.

Consistent high quality customer service is essentialfor survival.

Innovation

Doing things differently, exploring new territory, andtaking risks

Managers should encourage employees to be aware

of and act on opportunities for innovation.


Value of managers

Good managerial skills are scarce, thereforeremuneration is comparatively high for top managers

First-line management positions are common, soremuneration can be quite low.

Shareholder activism is putting pressure on excessiveremuneration packages


Universal need for management

Figure 1.10

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Becoming a manager

Keep up with current business news

Read books about good and bad examples ofmanaging

Observe managers and how they handle peopleand situations

Talk to managers about experiences good or bad

Get experience in managing by taking onleadership roles in student organisations

Start thinking about whether or not you wouldenjoy being a manager.


Managing yourself

Management work is performed by everybody inthe organisation

Management ideas evolve and develop

It is paramount to keep developing and training toimprove management skills


Rewards and challenges of being amanager

Table 1.4

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