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Chapter 1
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 1
Introduction to Management and
Organizations
LEARNING OUTLINE
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 2
Follow this Learning Outline as you read and study this chapter.
•
•
Who Are Managers?
–Explain how managers differ from nonmanagerial
employees
–Discuss how to classify managers in organizations.
What Is Management?
–Define management
–Explain why efficiency and effectiveness are important
to management
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter.
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 3
• What Do Managers Do?
–Describe the four functions of management.
–Explain Mintzberg’s managerial roles.
–Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter.
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 4
• What Is an Organization?
–Describe the characteristics of an organization.
–Explain how the concept of an organization is changing.
• What Are the Challenges to Managing?
–Describe the current trends and issues facing managers.
–Explain why customer service and innovation are
important to the manager’s job.
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter.
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 5
• 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.
Who Are Managers?
• Manager
– Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 6
Exhibit 1.1 Respected Corporations
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 7
Types of Managers
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Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 8
• First-line Managers
– Are at the lowest level of management and
manage the work of nonmanagerial employees
• Middle Managers
– Manage the work of first-line managers
• Top Managers
– Are responsible for making organization-wide
decisions and establishing plans and goals that
Exhibit 1.2 Managerial Levels
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 9
What Is Management?
• Managerial Concerns
– Efficiency
• “Doing things right”
– Getting the most output
for the least input
– Effectiveness
• “Doing the right
things”
– Attaining
organizational goals
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 10
Exhibit 1.3 Efficiency and
Effectiveness in Management
Management Strives for:
Low Resource Waste (high efficiency)
Chapter 1
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Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 11
Efficiency (Means)
Resource
Usage
Low Waste
Effectiveness (Ends)
Goal
Attainment
High Attainment
What Do Managers Do?
Chapter 1•, S
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Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 12
• 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
Exhibit 1.4 Management Functions
Planning
Defining goals,
establishing
strategy, and
developing
subplans to
coordinate
activities
Lead to
Organizing
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Leading
Directing and
motivating all
involved parties
and resolving
conflicts
Controlling
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization’s
stated
purpose
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 13
What Do Managers Do? (cont’d)
• Mintzberg’s Management Roles
Approach (Exhibit 1.5)
– Interpersonal roles
• Figurehead, leader, liaison
– Informational roles
• Monitor, disseminator,
spokesperson
– Decisional roles
• Entrepreneur, disturbance handler,
Chapter 1, S
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Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 14
What Do Managers Do? (cont’d)
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 15
• 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 1.6 Skills Needed at Different
Management Levels
Top
Managers
Middle
Managers
Lower-level
Managers
Importance
Conceptual
Skills
Human
Skills
Technical
Skills
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 16
What Is An Organization?
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 17
• An Organization Defined
– 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
Exhibit 1.7 Characteristics of
Organizations
Deliberate
Structure
Distinct
Purpose
People
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 18
Exhibit 1.8 The Changing
Organization
• Work anywhere, anytime
Edit
d
io
un
ri.ng specific hours
Copyright © 2005 Pearson Education Canada Inc. 19
•
•
•
•
•
•
•
•
•
•
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
Traditional 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
C
•haHpiteerra1rc,hSictealprheelantiP
o.nRshoipbsbins,Mary C•oulWtero,raknddayshave no time boundaries
N
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feancit,litEyighthC•anaLdaiatenraland networked relationships
Sizes and Types of Organizations
Nancy L
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Ca
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any)
Edition.
Copyright © 2005 Pearson Education Canada Inc. 20
•
•
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
Chap–terS1u,bSsitdeipahrieensP
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,Sears, Safeway,
Exhibit 1.9 Challenges Impacting
the Manager’s Job
Ethics
Manager
Globalization
Diversity
Innovation
Knowledge
Management
Chapter 1, StephenCPus.t
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,Mary CoulteEr,-Banudsiness
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 21
Challenges to Managing
Chapter 1, S
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M
ee
a
s
r
yCoulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 22
• Ethics
– Increased emphasis on ethics education in
university and college curriculums
– Increased creation and use of codes of ethics by
businesses
• Workforce Diversity
– Increasing heterogeneity in the workforce
• More gender, minority, ethnic, and other forms of
Challenges to Managing (cont’d)
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 23
• Globalization
– Management in international organizations
– Political and cultural challenges of operating in a
global market
Challenges to Managing (cont’d)
Chap–terT1o,tS
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or
,
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d
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 24
• E-business (electronic business)
– The work performed by an organization using
electronic linkages to its key constituencies
– E-commerce: the sales and marketing component
of an e-business
• Categories of E-businesses
– E-business–enhanced organization
– E-business–enabled organization
Exhibit 1.10 Categories of E-
Business Involvement
E-Business–Enhanced
Organization
E-business units within
traditional organization
applications used
Chaptewri
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.aRlobbins, Mary Coulter, and
E-Business–Enabled
Organization
E-business tools and
Total E-Business
Organization
Organization’s entire
work processes revolve
around e-business model
Nancy Lao
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an
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aa
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oa
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gement, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 25
Challenges to Managing (cont’d)
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 26
• Importance of 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 (cont’d)
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 27
• Innovation
– Doing things differently, exploring new territory,
and taking risks
– Managers need to encourage all employees to be
innovative
Challenges to Managing (cont’d)
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tr
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dchange
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 28
• 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
Exhibit 1.11 Learning Organization Vs.
Traditional Organization
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 29
Why Study Management?
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 30
• 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
– Entrepreneurship
• The organized effort to pursue opportunities to create
value and grow through innovation and uniqueness
Exhibit 1.12 Universal Need for
Management
All Sizes of Organizations
Small Large
All Types of Organizations
Profit Not-for-Profit
All Organization Levels
Bottom Top
Management
Is Needed
in...
All Organizational Areas
Manufacturing —Marketing
Human Resources —Accounting
Information Systems —etc.
Chapter 1, Stephen P. Robbins, Mary Coulter, and
Nancy Langton, Management, Eighth Canadian
Edition.
Copyright © 2005 Pearson Education Canada Inc. 31
Challenges to Managing (cont’d)
Nanc–y L
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ra
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om
ne
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int
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t
gh
rC
oa
wn
a
td
hi
a
on
fthe organization
Edition.
Copyright © 2005 Pearson Education Canada Inc. 32
• 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
– Pursuit of opportunities
– Innovation in products, services, or business
C
h
a
p
te
r
m1
,
eS
thte
op
h
de
snP. Robbins, Mary Coulter, and

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organizationandmanagement

  • 1. Chapter 1 Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 1 Introduction to Management and Organizations
  • 2. LEARNING OUTLINE Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 2 Follow this Learning Outline as you read and study this chapter. • • Who Are Managers? –Explain how managers differ from nonmanagerial employees –Discuss how to classify managers in organizations. What Is Management? –Define management –Explain why efficiency and effectiveness are important to management
  • 3. LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 3 • What Do Managers Do? –Describe the four functions of management. –Explain Mintzberg’s managerial roles. –Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.
  • 4. LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 4 • What Is an Organization? –Describe the characteristics of an organization. –Explain how the concept of an organization is changing. • What Are the Challenges to Managing? –Describe the current trends and issues facing managers. –Explain why customer service and innovation are important to the manager’s job.
  • 5. LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 5 • 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.
  • 6. Who Are Managers? • Manager – Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 6
  • 7. Exhibit 1.1 Respected Corporations Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 7
  • 8. Types of Managers C h a p t e r a1 f, feS ct e tp h the n eP e. nR to ib rb ei n os r,gM aa nr y iC zao u til t oe r n, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 8 • First-line Managers – Are at the lowest level of management and manage the work of nonmanagerial employees • Middle Managers – Manage the work of first-line managers • Top Managers – Are responsible for making organization-wide decisions and establishing plans and goals that
  • 9. Exhibit 1.2 Managerial Levels Top Managers Middle Managers First-Line Managers Nonmanagerial Employees Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 9
  • 10. What Is Management? • Managerial Concerns – Efficiency • “Doing things right” – Getting the most output for the least input – Effectiveness • “Doing the right things” – Attaining organizational goals Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 10
  • 11. Exhibit 1.3 Efficiency and Effectiveness in Management Management Strives for: Low Resource Waste (high efficiency) Chapter 1 H ,S i g t e h p h G e n o P a . l R A o t b t b a i n i s n , m M a e r n y tC (o hu l it ge r h,aendffectiveness) Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 11 Efficiency (Means) Resource Usage Low Waste Effectiveness (Ends) Goal Attainment High Attainment
  • 12. What Do Managers Do? Chapter 1•, S M t e o p n h i e t o n r P i n . gR , o c b ob m i n ps , a M r i a nr gy ,C ao nu dl tceor ,rarencdtingthe work Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 12 • 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
  • 13. Exhibit 1.4 Management Functions Planning Defining goals, establishing strategy, and developing subplans to coordinate activities Lead to Organizing Determining what needs to be done, how it will be done, and who is to do it Leading Directing and motivating all involved parties and resolving conflicts Controlling Monitoring activities to ensure that they are accomplished as planned Achieving the organization’s stated purpose Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 13
  • 14. What Do Managers Do? (cont’d) • Mintzberg’s Management Roles Approach (Exhibit 1.5) – Interpersonal roles • Figurehead, leader, liaison – Informational roles • Monitor, disseminator, spokesperson – Decisional roles • Entrepreneur, disturbance handler, Chapter 1, S r e t s e o p u h r e c n eP a l . l R o c o a b t b o i r n ,s n , e M g o a t r i y a t C o o rulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 14
  • 15. What Do Managers Do? (cont’d) Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 15 • 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
  • 16. Exhibit 1.6 Skills Needed at Different Management Levels Top Managers Middle Managers Lower-level Managers Importance Conceptual Skills Human Skills Technical Skills Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 16
  • 17. What Is An Organization? Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 17 • An Organization Defined – 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
  • 18. Exhibit 1.7 Characteristics of Organizations Deliberate Structure Distinct Purpose People Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 18
  • 19. Exhibit 1.8 The Changing Organization • Work anywhere, anytime Edit d io un ri.ng specific hours Copyright © 2005 Pearson Education Canada Inc. 19 • • • • • • • • • • 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 Traditional 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 C •haHpiteerra1rc,hSictealprheelantiP o.nRshoipbsbins,Mary C•oulWtero,raknddayshave no time boundaries N •a n Wc y o r L k a a n t g o t o r g n a ,n M i z a a n t i a o g n e a m l feancit,litEyighthC•anaLdaiatenraland networked relationships
  • 20. Sizes and Types of Organizations Nancy L G a e n n g e t o r a n l ,M M o a t n o a r g s , e a m n e d n F t , o E r d i g h M t h o t C o a rn Ca od mi a pn any) Edition. Copyright © 2005 Pearson Education Canada Inc. 20 • • 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 Chap–terS1u,bSsitdeipahrieensP o f .R f o o r b e i b g i n n s o ,rM gaa nr y i zC ato iu ol nt e sr (, ea .gn .d ,Sears, Safeway,
  • 21. Exhibit 1.9 Challenges Impacting the Manager’s Job Ethics Manager Globalization Diversity Innovation Knowledge Management Chapter 1, StephenCPus.t R o o m b e b r i s n s ,Mary CoulteEr,-Banudsiness Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 21
  • 22. Challenges to Managing Chapter 1, S d t i e v p e h rs e i n ty P i . n R e o m b b p i n lo s , y M ee a s r yCoulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 22 • Ethics – Increased emphasis on ethics education in university and college curriculums – Increased creation and use of codes of ethics by businesses • Workforce Diversity – Increasing heterogeneity in the workforce • More gender, minority, ethnic, and other forms of
  • 23. Challenges to Managing (cont’d) Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 23 • Globalization – Management in international organizations – Political and cultural challenges of operating in a global market
  • 24. Challenges to Managing (cont’d) Chap–terT1o,tS at e lp eh -e bn uP s. iR no eb sb si n s o, rM ga ar y nC izo au tl t ie or , na n d Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 24 • E-business (electronic business) – The work performed by an organization using electronic linkages to its key constituencies – E-commerce: the sales and marketing component of an e-business • Categories of E-businesses – E-business–enhanced organization – E-business–enabled organization
  • 25. Exhibit 1.10 Categories of E- Business Involvement E-Business–Enhanced Organization E-business units within traditional organization applications used Chaptewri 1 t h ,S i n t e t p r a h d e i n t i o P n .aRlobbins, Mary Coulter, and E-Business–Enabled Organization E-business tools and Total E-Business Organization Organization’s entire work processes revolve around e-business model Nancy Lao nr g g to an n,iz M aa tin oa n gement, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 25
  • 26. Challenges to Managing (cont’d) Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 26 • Importance of Customers – Customers have more opportunities than ever before – Delivering consistent high-quality service is essential – Managers need to create customer-responsive organizations
  • 27. Challenges to Managing (cont’d) Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 27 • Innovation – Doing things differently, exploring new territory, and taking risks – Managers need to encourage all employees to be innovative
  • 28. Challenges to Managing (cont’d) Chapterto1,cS ot e np th ie nn uP o.uR so lb yb i n ls e, aM ra nr ,yaC do u al pt e tr ,,a an nd dchange Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 28 • 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
  • 29. Exhibit 1.11 Learning Organization Vs. Traditional Organization Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 29
  • 30. Why Study Management? Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 30 • 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 – Entrepreneurship • The organized effort to pursue opportunities to create value and grow through innovation and uniqueness
  • 31. Exhibit 1.12 Universal Need for Management All Sizes of Organizations Small Large All Types of Organizations Profit Not-for-Profit All Organization Levels Bottom Top Management Is Needed in... All Organizational Areas Manufacturing —Marketing Human Resources —Accounting Information Systems —etc. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition. Copyright © 2005 Pearson Education Canada Inc. 31
  • 32. Challenges to Managing (cont’d) Nanc–y L Da n eg st io rn e,M foa n ra cg e om ne tn int , uE ai g lh t gh rC oa wn a td hi a on fthe organization Edition. Copyright © 2005 Pearson Education Canada Inc. 32 • 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 – Pursuit of opportunities – Innovation in products, services, or business C h a p te r m1 , eS thte op h de snP. Robbins, Mary Coulter, and