Chapter 1

Introduction to
Management and Organizations

1
 Definition Of Management

• The process of designing and maintaining an

environment in which individual working
together in group , efficiently accomplish
selected aims.
 Defining the Manager’s

• Managers:
– Coordinate work activities to achieve organizational
goals.
– 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.

2
 Defining the Manager’s

• Managers:
–Also deal with complicated ethical and social
responsibility issues as they plan, organize,
lead and control.

4
 Defining the Manager’s
• When considering the manager’s, manager’s might
ask these questions:
– What is my role as a manager?
– What constraints do I face as a manager both within the
organization and from the external environment?
– How does the global environment affect my ability to
manage?
– What can I do to be an ethical and socially responsible
manager?

4
 Who Are Managers?

• Manager
– Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
 Types of Managers

• First-line Managers
– Managers at the lowest level manage the work of non-
managerial employees directly or indirectly involved with
the production or creation of the organization’s products.
• Middle Managers
– Managers between the first-line level and the top level of
the organization who manage the work of first-line
managers
• Top Managers
– Managers at or near the top level are responsible for
making organization-wide decisions and establishing
plans and goals affecting the entire organization

3
 Managerial Levels

Top
Top
Managers
Managers
Middle Managers
Middle Managers
First-Line Managers
First-Line Managers
Nonmanagerial Employees
Nonmanagerial Employees

4
 Efficiency and Effectiveness

• Managerial Concerns
– Efficiency
• “Doing things right”
– Getting the most output from the least amount of
inputs
– Effectiveness
• “Doing the right things”
– Completing activities so that organizational
goals are achieved

5
Efficiency and Effectiveness in
Management
Efficiency (Means) Effectiveness (Ends)
Resource Goal
Usage Attainment
Low Waste High Attainment

Management Strives for:

Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
 Management Functions
• According to the functions approach, managers
perform certain activities or duties as they
efficiently and effectively coordinate the work
of others.
• Henry Fayol first proposed that all managers
perform five functions: planning, organizing,
commanding, coordinating and controlling.
Exhibit 1.3 Management Functions

Planning Organizing Leading Controlling

Lead to
Defining goals, Determining Directing and Monitoring
establishing what needs motivating all activities Achieving the
strategy, and to be done, involved parties to ensure organization’s
developing how it will and resolving that they are stated
sub-plans to be done, and conflicts accomplished purpose
coordinate who is to do it as planned
activities
 Management Roles

• Henry Mintzberg’s Management Roles Approach

– Interpersonal roles
• Figurehead, leader, liaison
– Informational roles
• Monitor, disseminator, spokesperson
– Decisional roles
• Entrepreneur, disturbance handler, resource allocator,
negotiator
 Management Roles

• Robert Katz Management Skills Approach

– Technical skills
• Knowledge and proficiency in a specific field
– Human skills
• The ability to work well with other people
– Conceptual skills
• The ability to think and conceptualize about abstract and
complex situations concerning the organization
 Exhibit 1.5 Skills Needed at Different
Management Levels

Top Conceptual
Managers Skills
Middle Human
Managers Skills

Lower-level Technical
Managers Skills

Importance

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition
Copyright © 2009 Pearson Education Canada 1-15
 What Is an Organization?

• An Organization Defined
– A deliberate arrangement of people who act
together to accomplish some specific purpose
• Common Characteristics of Organizations
– Distinct purpose(Typically expressed through goal that
organization hope to accomplish)
– Composed of people(The work that’s necessary for the
organization to achieve its goal)
– Deliberate structure(with in which memmber do their work)
Characteristics of Organizations

Distinct
Distinct Deliberate
Deliberate
Purpose
Purpose Structure
Structure

People
People
 The Changing Organization
Traditional
• Stable
• Inflexible
• Job-focused
• Work is defined by job positions
• Individual-oriented
• •
Permanent jobs
• Command-oriented
• Managers always make decisions
• Rule-oriented
• Relatively homogeneous workforce
• Workdays defined as 9 to 5
• Hierarchical relationships
• Work at organizational facility
during specific hours
New Organization
• Dynamic
• Flexible
• Skills-focused
• Work is defined in terms of tasks to be
done
Team-oriented
• Temporary jobs
• Involvement-oriented
• Employees participate in decision making
• Customer-oriented
• Diverse workforce
• Workdays have no time boundaries
• Lateral and networked relationships
• Work anywhere, anytime
 The Types of Organizations
• Managers and employees work in a variety of sizes of
organizations
– Large organizations represent only 2% of the organizations in
Canada
– 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
– Publicly held organizations
– Privately held organizations
– Public sector organizations
– Crown Corporations
– Subsidiaries of foreign organizations (e.g., Sears, Safeway,
General Motors, and Ford Motor Company)
 Challenges to Managing

• Ethics
– Rules and principles that define right and wrong
behaviour
– Increased emphasis on ethics education seen in
university and college curriculums
– Increased creation and use of codes of ethics by
businesses currently
 Challenges to Managing
• 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
 Challenges to Managing

• Globalization
– Management in international organizations
– Political and cultural challenges of operating in a
global market
 Challenges to Managing

• Managing in an E-Business World

– The work performed by an organization using
electronic linkages to its key constituencies
– E-commerce: the sales and marketing component
of an e-business
 Challenges to Managing

• Customers
– Customers have more opportunities than ever
before
– Delivering consistent high-quality service is
essential
– Managers need to create customer-responsive
organizations
 Challenges to Managing

• Innovation
– “Nothing is more risky than not innovating”
– Doing things differently, exploring new territory,
and taking risks
– Managers need to encourage all employees to be
innovative
 Challenges to Managing

• Knowledge Management
– The cultivation of a learning culture where
organizational members systematically gather
and share knowledge with others in order to
achieve better performance
• Learning Organization
– An organization that has developed the capacity
to continuously learn, adapt, and change
Learning Organization vs. Traditional
Organization
 Why Study Management?

• The Value of Studying Management

– The universality of management
• Good management is needed in all organizations
– The reality of work
• Employees either manage or are managed
– Self-employment
• Running your own business rather than working for
someone else
 Universal Need for Management

All Sizes of Organizations

Small Large

All Organizational Areas

Management All Types of Organizations
Manufacturing —Marketing
Human Resources —Accounting Is Needed
in... Profit Not-for-Profit
Information Systems —etc.

All Organization Levels

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