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Mascch01 12er
Mascch01 12er
MANAGEMENT
12th Edition
Chapter 1
The Management
Process
©2013 John Wiley & Sons, Inc. All rights reserved. 1-1
Planning Ahead — Chapter 1 Study Questions
©2013 John Wiley & Sons, Inc. All rights reserved. 1-2
Chapter 1 Learning Dashboard
1. Working today
1. Talent
2. Technology
3. Globalization
4. Ethics
5. Diversity
6. Careers
2. Organizations
1. What is an organization?
2. Organizations as systems
3. Organizational performance
4. Changing nature of organizations
• 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
©2013 John Wiley & Sons, Inc. All rights reserved. 1-5
Takeaway
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Working Today
Commitment Competency
Intellectual
Capital
©2013 John Wiley & Sons, Inc. All rights reserved. 1-6
Takeaway
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Title Text Working Today
• Technology
– Tech IQ is a person’s ability to use technology to
stay informed:
• Checking inventory, making a sales transaction,
ordering supplies
• Telecommuting
• Virtual teams
• Effective use of online resources
– Databases
– Job searches
– Recruiting
– Social Media
©2013 John Wiley & Sons, Inc. All rights reserved. 1-7
Takeaway
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Working Today
Globalization
– The worldwide interdependence of resource
flows, product markets, and business
competition that characterize our economy
– Job migration occurs when firms shift jobs from
one country to another
©2013 John Wiley & Sons, Inc. All rights reserved. 1-8
Takeaway
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Working Today
Ethics
– Code of moral principles that set standards of
conduct of what is “good” and “right”
in one’s behavior
©2013 John Wiley & Sons, Inc. All rights reserved. 1-9
Takeaway
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Working Today
©2013 John Wiley & Sons, Inc. All rights reserved. 1-10
Takeaway
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Title Text Working Today
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
©2013 John Wiley & Sons, Inc. All rights reserved. 1-11
Takeaway
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Working Today
©2013 John Wiley & Sons, Inc. All rights reserved. 1-12
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The Glass Ceiling Effect
Glass ceiling
Dominant limiting
Culture: advancement of
White males women and
minorities
• hold most top
positions
• present at all levels
• included in entry-level
hiring Minority Cultures:
Women , people of color,
other minorities
• hold few top positions
• increasingly distributed in lower-middle
levels
• included in entry-level hiring
Management 8/e - Chapter 1 13
©2013 John Wiley & Sons, Inc. All rights reserved. 1-13
Takeaway
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Title Text Working Today
Careers
– Organizations consist of three types of workers,
sometimes referred to as a shamrock
organization:
Permanent
full time
workers
Temporary Freelance
part-time or contract
workers workers
©2013 John Wiley & Sons, Inc. All rights reserved. 1-14
Takeaway
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Working Today
• Free-agent economy
– People change jobs more often, and many work
on independent contracts
• Self-management
– Ability to understands oneself, exercise
initiative, accept responsibility, and learn from
experience
©2013 John Wiley & Sons, Inc. All rights reserved. 1-15
Takeaway
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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
©2013 John Wiley & Sons, Inc. All rights reserved. 1-16
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©2013 John Wiley & Sons, Inc. All rights reserved. 1-17
Takeaway
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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
©2013 John Wiley & Sons, Inc. All rights reserved. 1-18
Takeaway
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Organizational performance
Performance Performance
Productivity
effectiveness efficiency
• An overall • An output • An input
measure of the measure of task measure of the
quantity and or goal resource costs
quality of work accomplishment associated with
performance goal
with resource accomplishment
utilization taken
into account
©2013 John Wiley & Sons, Inc. All rights reserved. 1-19
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Figure 1.2 Productivity and the
dimensions of organizational
performance
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Productivity
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= Output/Input
>1 Profit
=1 Breakeven
<1 Loss
Demise of “command-and-control”
Emphasis on teamwork
Preeminence of technology
Importance of networking
Priorities on sustainability
©2013 John Wiley & Sons, Inc. All rights reserved. 1-22
Place SlideTakeaway 3: Managers
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Takeaway
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• Manager
– Directly supports, activates and is responsible for
the work of others
– The people who managers help are the ones
whose tasks represent the real work of the
organization
©2013 John Wiley & Sons, Inc. All rights reserved. 1-24
Takeaway
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Title Text Here
Levels of management
– Board of directors make sure the organization is
run right
– Top managers are responsible for performance of
an organization as a whole or for one of its major
parts
– Middle managers oversee large departments or
divisions
– Team leaders supervise non-managerial workers
©2013 John Wiley & Sons, Inc. All rights reserved. 1-25
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Figure 1.3 Management levels in a typical
business and non-profit organizations
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Takeaway
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Title Text Here
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
©2013 John Wiley & Sons, Inc. All rights reserved. 1-27
Takeaway
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Title Text Here
©2013 John Wiley & Sons, Inc. All rights reserved. 1-28
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HIGHER
LEVELS THE MANAGER’S
CHALLENGE
ACCOUNTABILITY
MANAGER
PERFORMANCE
DEPENDENCY
DIRECT REPORTS
Corporate Governance
– Board of directors hold top management
responsible for organizational performance
Financial Ethical
performance Sustainability
performance
©2013 John Wiley & Sons, Inc. All rights reserved. 1-30
Place SlideTakeaway 3: Managers
Title Text Here
©2013 John Wiley & Sons, Inc. All rights reserved. 1-31
Place SlideTakeaway 3: Managers
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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
©2013 John Wiley & Sons, Inc. All rights reserved. 1-32
Takeaway
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Title Text Here
©2013 John Wiley & Sons, Inc. All rights reserved. 1-33
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Figure 1.4 The organization viewed as an
upside-down pyramid
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The Here
Management Process
©2013 John Wiley & Sons, Inc. All rights reserved. 1-35
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©2013 John Wiley & Sons, Inc. All rights reserved. 1-36
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Management Process
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 coordinating work activities
©2013 John Wiley & Sons, Inc. All rights reserved. 1-37
PlaceTakeaway
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The Here
Management Process
Functions of management …
– Leading
• The process of arousing people’s enthusiasm to work
hard and direct their efforts to achieve goals
– Controlling
• The process of measuring work performance and
taking action to ensure desired results
©2013 John Wiley & Sons, Inc. All rights reserved. 1-38
PlaceTakeaway
Slide Title4:Text
The Here
Management Process
Functions of management …
– Leading
• The process of arousing people’s enthusiasm to work
hard and direct their efforts to achieve goals
– Controlling
• The process of measuring work performance and
taking action to ensure desired results
©2013 John Wiley & Sons, Inc. All rights reserved. 1-39
Takeaway 4: The Management Process
4. Monitor DECISIONAL
5. Disseminator
7. Entrepreneur
6. Spokesperson
8. Disturbance handler
9. Resource allocator
10. Negotiator
Interpersonal Roles
1.Figurehead – symbolic head; obliged to
perform a number of routine duties of a
legal or social nature
2.Leader – responsible for the motivation and
activation of subordinates; responsible for
staffing, training, and associated duties
3.Liaison – maintain self-developed network of
outside contacts and informers who
provided favours and information
Informational Roles
4.Monitor – seeks and receives wide variety of
special information (much of it current) to
develop thorough understanding of organization and
environment; emerges as nerve center of
internal and external information about organization
5.Disseminator – transmits information received from
outsiders or from subordinates to members of
the organization; some information is factual, some
involves interpretation and integration of
diverse value positions of organizational influencers
Informational Roles
6.Spokesperson – transmits
information to outsiders on
organization’s plans, policies,
actions, results, etc., serves as
expert on organization’s industry
Decisional Roles
7.Entrepreneur – searches organization and
its environment for
opportunities and initiates
“improvement projects” to bring
about changes; supervises design of
certain projects
8.Disturbance handler – responsible for
corrective action when
organization faces important,
unexpected disturbances
Management 8/e - Chapter 1 45
©2013 John Wiley & Sons, Inc. All rights reserved. 1-45
Place Slide Title Text Here
Mintzberg’s Managerial Roles
Decisional Roles
9.Resource allocator – responsible for
the allocation of organizational
resources of all kinds – in effect, the
making or approval of all
significant organizational decisions
10. Negotiator – responsible for
representing the organization at
major negotiations
Decisional Roles
9.Resource allocator – responsible for
the allocation of organizational
resources of all kinds – in effect, the
making or approval of all
significant organizational decisions
10. Negotiator – responsible for
representing the organization at
major negotiations
©2013 John Wiley & Sons, Inc. All rights reserved. 1-48
PlaceTakeaway
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The Here
Management Process
Entrepreneur Re-design the course to be delivered in e-learning mode
Liaison Coordinate with other units in delivering the course, such as Registry
Spokesperson Give a talk to prospective students and provide them with information
©2013 John Wiley & Sons, Inc. All rights reserved. 1-49
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The Here
Management Process
©2013 John Wiley & Sons, Inc. All rights reserved. 1-50
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The Here
Management Process
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Learning
Here How to Manage
• Learning
– The change in a behavior that results from
experience
• Lifelong learning
– The process of continuously learning from
daily experiences and opportunities
©2013 John Wiley & Sons, Inc. All rights reserved. 1-52
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Figure 1.7 Learning model for developing
managerial skills and competencies
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Place Slide Questions
Discussion Title Text Here
(Video cases)
©2013 John Wiley & Sons, Inc. All rights reserved. 1-55