01 - Introduction To Management - Organizations 1

IE 001
Engineering
Management
Introduction to
Management &
Organization
INTRO TO MANAGEMENT &
ORG’S.
INTENDED LEARNING OUTCOMES:
1. Who Are Managers?
- Explain how managers differ from non-managerial
employees
- Discuss how to classify managers in organizations.
2. What Is Management?
- Define management
- Explain why efficiency and effectiveness are
important to management
3. What Do Managers Do?
- Describe the four functions of management.
- Explain Mintzberg’s managerial roles.
- Describe Katz’s 3 essential managerial skills & how
ORG’S.
the importance of these skills changes depending on
managerial level.
4. What Is an Organization?
- Describe the characteristics of an organization.
- Explain how the concept of an org. is changing.
5. What Are the Challenges to Managing?
- Describe the current trends & issues facing mgrs.
- Explain why customer service and innovation are
important to the manager’s job.
6. Why Study Management?
- Explain the universality of management concept.
- Discuss why an understanding of management is
important even if you don’t plan to be a manager.
ORG’S.
Who is a Manager?
- Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals.
ORG’S.
Exhibit 1.1 Respected Corporations in Canada
ORG’S.
- Exhibit 1.1 shows the results of a recent
KPMG/Ipsos-Reid study of Canadian companies
found that those that made the Top 10 List “for
great human resource practices” also scored
high on financial performance and investment
value.
- As we see from the exhibit, six of the “Most
Respected Corporations for Human Resource
Management” placed in the top 10 on both
financial measures, and nine scored in the top
10 of at least one of the financial measures.
- KPMG is a Canadian leader in delivering Audit,
Tax, and Advisory services, Ipsos-Reid is a
global independent market research company.
ORG’S.
Types of Managers:
1. First-line Managers – are at the lowest level of
management and manage the work of non-
managerial employees.
2. Middle Managers – manage the work of first-
line managers.
3. Top Managers – are responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire
organization
ORG’S.
Exhibit 1.2 Managerial Levels
ORG’S.
What is Management?
- refers to the process of coordinating and integrating
work activities so that they’re completed efficiently
and effectively with and through other people.
- the primary activity engaged in by managers
- coordinating others’ work activities is what
distinguishes a manager’s job from a non-managerial
one.
ORG’S.
ORG’S.
Exhibit 1.3 Efficiency & Effectiveness in
Management
ORG’S.
What Do Managers DO?
A) Functional Approach
🡪 Planning - defining goals, establishing
strategies to achieve goals, developing plans to
integrate and coordinate activities
🡪 Organizing - arranging work to accomplish
organizational goals
🡪 Leading - working with and through people
to accomplish goals
🡪 Controlling - monitoring, comparing, and
correcting the work
ORG’S.
Exhibit 1.4 Management Functions
vision - is the desired future state

mission - the reason why you exist
ORG’S.
What Do Managers DO? (cont’d)
ORG’S.
What Do Managers DO? (cont’d)
C) Skills Approach
🡪 Technical skills
- Knowledge & 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
ORG’S.
What is an Organization?
🡪 An Organization is a deliberate arrangement of
people to accomplish some specific purpose.
🡪 Common Characteristics of Organizations
* Have a distinct purpose (goal)
* Are composed of people
* Have a deliberate structure
ORG’S.
Exhibit 1.8 The Changing Organization
ORG’S.
Sizes & Types of Organizations:
🡪 Managers and employees work in a variety of
sizes of organizations
🡪 Large organizations represent only 3% of the
organizations in Canada
🡪 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
ORG’S.
Exhibit 1.9 Challenges Impacting the
Manager’s Job
ORG’S.
Challenges to Managing:
1. Ethics
🡪 increased emphasis on ethics education in
university and college curriculums
🡪 increased creation and use of codes of ethics by
businesses
2. Workforce Diversity
🡪 increasing heterogeneity in the workforce
🡪 more gender, minority, ethnic, and other forms
of diversity in employees
ORG’S.
Challenges to Managing: (cont’d)
3. Globalization
🡪 management in international organizations
🡪 political and cultural challenges of operating in a
global market
4. E-business (electronic business)
🡪 The work performed by an organization using
electronic linkages to its key constituencies
🡪 E-commerce is the sales and marketing
component of an e-business
ORG’S.
🡪 Categories of E-businesses
* E-business–enhanced organization
* E-business–enabled organization
* Total e-business organization
ORG’S.
Exhibit 1.10 Categories of E-Business
Involvement
ORG’S.
5. Customers
🡪 customers have more opportunities than ever
before
🡪 delivering consistent high-quality service is
essential for success and survival in today’s
competitive business environment
🡪 managers need to create customer-responsive
organizations (where employees are friendly and
courteous, accessible, knowledgeable, prompt in
responding to customer needs, and willing to do
what’s necessary to please the customer)
🡪 QUALITY
QUALITY DIMENSIONS OF
SERVICE
ORG’S.
6. Innovation - INVENTION
🡪 doing things differently, exploring new territory,
and taking risks
🡪 managers need to encourage all employees to
be innovative
🡪 innovation is often viewed as the application of
better solutions that meet new requirements,
unarticulated needs, or existing market needs
🡪 the process of translating an idea or invention
into a good or service that creates value or for
which customers will pay
ORG’S.
6. 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
ORG’S.
Exhibit 1.11 Learning Vs. Traditional Organization
ORG’S.
Why study Management?
1. The universality of management
🡪 good management is needed in all types and
sizes of organizations, at all organizational levels
and in all organizational work areas, and in all
organizations, no matter where they’re located
(see Exhibit 1.12)
2. The reality of work
🡪 employees either manage or are managed
3. Entrepreneurship
🡪 The organized effort to pursue opportunities to
create value and grow through innovation and
uniqueness
ORG’S.
Entrepreneurship Defined:
🡪 the process whereby an individual or group of
individuals use organized efforts to create value
and grow by fulfilling wants and needs through
innovation and uniqueness
Entrepreneurship Process:
a. Pursuit of opportunities
b. Innovation in products, services, or business
methods
c. Desire for continual growth of the organization
ORG’S.
Exhibit 1.12 Universal Need for
Management
ORG’S.
Important Terms:
🡪 Engineering is the application of mathematics
and sciences in the production of systems,
processes, machines and structures for the
benefit of society.
🡪 Management may be defined as the creative
problem solving-process of planning, organizing,
leading, and controlling an organization's
resources to achieve its mission and vision.
🡪 Engineering Management refers to the
activity combining technical knowledge with the
ability to organize and coordinate worker power,
materials, machinery, and money.

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IE 001

Exhibit 1.4 Management Functions

vision - is the desired future state

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