Copyright © 2004 Pearson Education Canada, Inc. All rights reserved. 1–1 Introduction to Management Bob Fast Chapter 1 Week 1a (Sept 13) IM 471.11 Fall

Copyright © 2004 Pearson Education Canada, Inc. All rights reserved. 1–1

Introduction to Management Bob Fast

Chapter 1

Week 1a (Sept 13)

IM 471.11

Fall 2011


To Start (1st half of class)

Introductions

Overview of course

Relationship to other courses

Relationship to our lives


Introductions!

Who are you, who am I?

- Name, home town, year at Providence

Why are you here?

- what program are you in?

- why have you elected this program?

What is your managerial or leadership experience?

- business, retail, sports, school, church, etc


Overview of course

• Key questions we’re tackling:

What is an organization? Do I want to work in one?

What is a manager? Do I want to be one?

What is the relevance to faith & ministry?


Housekeeping

• Start time of class is 6:30; ends @ 9:15 I will begin each class at 6:30 Some classes will begin with test

• We have a break mid-way (approx 7:45 – 8:00)

• Name cards – pls bring your name card each week

• Bring Textbook to class each week

• We will review the syllabus in the 2nd half of the class

Copyright © 2004 Pearson Education Canada, Inc. All rights reserved. Copyright © 2004 Pearson Education Canada, Inc. All rights reserved.

PowerPoint Presentation by Clive Cook and Dale DilamarterPowerPoint Presentation by Clive Cook and Dale Dilamarter

Gary Dessler

Frederick A. Starke

Gary Dessler

Frederick A. Starke

Principles and Practices for Tomorrow’s Leaders

Second Canadian Edition

Principles and Practices for Tomorrow’s Leaders

Second Canadian Edition

Management

Managing in the Twenty-First Managing in the Twenty-First CenturyCentury11

C H A P T E RC H A P T E R

Part One: Introduction to Managing


Chapter ObjectivesAfter studying this chapter and the case exercises at the end, you should be able to:

1. List the specific management tasks facing a manager.

2. Identify the manager.

3. Answer the question, “Do I have what it takes to be a manager?”

4. Understand the skills that a manager must possess.


Chapter Objectives (continued)

5. Explain the characteristics of the external environment that influence managers.

6. Explain how the characteristics of modern organizations influence managers.


Organization Defined

• OrganizationA group of people with formally assigned roles who

work together to achieve the stated goals of the group.

Characteristics: Common purpose/goals Organizational structure


Organization Defined

• OrganizationA group of people with formally assigned roles who

work together to achieve the stated goals of the group.

Characteristics: Common purpose/goals Organizational structure


Management Defined

• ManagerA person who plans, organizes, leads, and controls

the work of others so that the organization achieves its goals. Is responsible for contribution. Gets things done through the efforts of other people. Is skilled at the management process.

• Management ProcessRefers to the manager’s four basic functions of

planning, organizing, leading, and controlling.


You Too Are a Manager

• Management skills are also useful for “non-managers”. In the workplaceLeisure activities


Efficiency and Effectiveness

• Efficiency means achieving the greatest possible output with a given amount of input.

• Effectiveness means to achieve goals that have been set.

• To achieve managerial effectiveness, focus onThe tasks that employees doThe satisfaction of employees as they do the tasks


What Else Do Managers Do? Mintzberg’s Managerial Roles

Figurehead

Leader

Liaison

Spokesperson

Negotiator


The Manager as Innovator

• The Entrepreneurial ProcessGetting employees to think of themselves as

entrepreneurs.

• The Competence-Building ProcessWorking hard to create an environment that lets

employees really take charge.

• The Renewal ProcessGuarding against complacency by encouraging

employees to question why they do things as they do—and if they might do them differently.


Types ofManagers

FIGURE 1–1


Do You Have the Traits to Be a Manager?

• Personality and InterestsSocial Orientation

Attracted to working with others in a helpful or facilitative way; comfortable dealing with people.

Enterprising Orientation Enjoy working with people in a supervisory or

persuasive way in order to achieve some goal.


Do You Have the Traits to Be a Manager? (cont’d)

• CompetenciesManagerial Competence

The motivation and skills required to gain a management position, including intellectual (analytical), emotional, and interpersonal skills.

Career Anchor Is an occupational self-concept or value that

directs an individual’s career choices. Managers often have had a strong motivation to earn the position of manager.


The Managerial Skills

• Technical SkillsThe need to know how to plan, organize, lead, and

control.

• Interpersonal SkillsAn understanding of human behavior and group

processes, and the feelings, attitudes, and motives of others, and ability to communicate clearly and persuasively.

• Conceptual SkillsGood judgment, creativity, and the ability to see the

“big picture” when confronted with information.


What is a Manager?…. A blend of:• a force for change – lead

entrepreneurial approachcompetence-building process renewal

• a force for stability - manageholding to standardsholding to goalsvaluing


Today’s Management Environment

• GlobalizationThe tendency of firms to extend their sales,

ownership, and/or manufacturing to new markets abroad.

• Technological Innovation Information technology advances have revolutionized

the workplace

• Deregulation and PrivatizationLess government involvement in business


Today’s Management Environment

• Changing Political SystemsCentral planning is being replaced by capitalism

• A Diverse Workforce Increasing numbers of women and minority-groups

participatingBecoming older

• Category KillersLarge chain stores squeeze out weaker retail firms

and negotiate lower cost of goods sold


Basic Management Features Today

• Smaller, More Entrepreneurial Organizational Units

• Team-Based and Boundaryless Organizations

• Empowered Decision-Making

• Flatter Organizational Structures

• Knowledge-Based Management

• New Bases of Management Power

• An Emphasis on Vision• Strong Leadership• Technology and E-

based Management


Source: Harvard Business Review, March–April 1998, p. 82. Copyright © 1998 by the President and Fellows of Harvard College. All rights reserved. FIGURE 1–3

The Evolution of a Faster Business Model


The Foundations of Modern Management

• The Classical Approach to Management Frederick W. Taylor and Scientific Management

1. The “one best way”

2. Scientific selection of personnel

3. Financial incentives

4. Functional foremanship


The Foundations of Modern Management (cont’d)

• The Classical Approach to Management (cont’d) Frank and Lillian Gilbreth and Motion Study

Analyzed physical motion and work processes to improve worker efficiency.

Henri Fayol and the Principles of Management Defined the functions of management Published “General and Industrial Management” Advocated “chain of command”



• The Classical Approach to Management (cont’d) Max Weber and the Bureaucracy

A well-defined hierarchy of authority A clear division of work A system of rules covering the rights and duties of

position incumbents A system of procedures for dealing with the work

situation Impersonality of interpersonal relationships Selection for employment, and promotion based on

technical competence



• The Behavioural School of Management The Hawthorne Studies

Researchers found that it was the social situations of the workers, not just the working conditions, that influenced behavior at work.

The Human Relations Movement Emphasized that workers were not just “givens” in the

system. Workers have needs and desires that organizations have to accommodate.



• The Behavioural School of Management (cont’d)Douglas McGregor: Theory X

Most people dislike work and responsibility and prefer to be directed.

They are motivated not by the desire to do a good job, but simply by financial incentives.

Most people must be closely supervised, controlled, and coerced into achieving organizational objectives.



• The Behavioural School of Management (cont’d)Douglas McGregor: Theory Y

People wanted to work hard. People could enjoy work. People could exercise substantial self-control. Managers could trust employees if managers treated

them right.



• The Behavioural School of Management (cont’d) Rensis Likert and the Employee-Centered

Organization Less effective organizations have a “job-centered”

focus: specialized jobs, emphasis on efficiency, and close supervision of workers.

Effective “employee-centered” organizations build effective work groups with high performance goals.”

Participation is an important approach employed by high-producing managers.


Bridging the Eras

• Chester Barnard’s “Zone of Indifference”A range of orders that a worker will willingly accept

without consciously questioning their legitimacy. Managers have to provide sufficient inducements (and

not just financial ones) to make each employee’s zone of indifference wider.

• Herbert Simon and Gaining ComplianceUse the classicists’ command and control approach.

Foster employee self-control by providing better training, encouraging participative leadership, and developing commitment and loyalty.


The Quantitative School

• The Management Science Approach Operations Research/ Management Science

Seeks optimal solutions to management problems through research and the use of scientific analysis and tools.

The Systems Approach The view that an organization exists as a set of

interrelated subsystems that all contribute internally to the organization’s purpose and success while interacting with the organization’s external environment.


The Contingency Approach

• Contingency View of Management.The organization and how its managers should

manage it are contingent on the company’s environment and on technology.


To Start

• overview of course• relationship to other courses• relationship to our lives


Business Program

IB

IM

SM

OB

E1 E2

FAMA

HR

BC

CF

FM

E

CL

EM

EC/CT

SA

P/S

CU

BG

MS

37

What is a Christian Manager?(How does the study of management relate to our

lives)


What is a Christian Manager?

Do not conform any longer to the pattern of this world....Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the measure of faith God has given you....We have different gifts, according to the grace given us…if it [the gift] is leadership, let him govern diligently…

•Romans 12



•Do not conform any longer to the pattern of this world....Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the measure of faith God has given you....We have different gifts, according to the grace given us…if it [the gift] is leadership, let him govern diligently…

•Romans 12


What’s A Christian Manager?

he that

…leaders, govern diligently…

takes the lead

with diligence

pro-is'-tay-mee

• to set or place before • to set over

• to be over, to superintend, preside over • to be a protector or guardian

• to give aid • to profess honest occupations

proistemi spoude

• haste, with haste • earnestness, diligence

• earnestness in accomplishing, promoting, or striving after anything

• to give all diligence, interest one's self most earnestly

spoo-day‘

[should do it]



You haven’t been made a manager to exercise power. You’re here to protect and guard, to care for, give attention to. How?

Not casually, not plodding along. With an eagerness. With your full attention and abilities.

…leaders, govern diligently…


Summary

Management Process or Framework

PlanningOrganizingLeadingControlling


Summary

Core Management Skills

technical interpersonal conceptual

change +


Summary

Organization:

Group of people Assigned roles Working together collectively Achieve stated goals

With oversight and led by a Manager!


Questions???


Break Time….

Documents

Copyright © 2004 Pearson Education Canada, Inc. All rights reserved. 1–1 Introduction to Management Bob Fast Chapter 1 Week 1a (Sept 13) IM 471.11 Fall