organizationandmanagement

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
Edition.
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)
Edition.
• 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.

Edition.
• 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.

Edition.
• 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
Edition.

Exhibit 1.1 Respected Corporations
Edition.

Types of Managers
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Edition.
• 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
Edition.

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
Edition.

Exhibit 1.3 Efficiency and
Effectiveness in Management
Management Strives for:
Low Resource Waste (high efficiency)
Chapter 1
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Edition.
Efficiency (Means)
Resource
Usage
Low Waste
Effectiveness (Ends)
Goal
Attainment
High Attainment

What Do Managers Do?
Chapter 1•, S
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Edition.
• 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
Edition.

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,
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Edition.

What Do Managers Do? (cont’d)
Edition.
• 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
Edition.

What Is An Organization?
Edition.
• 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
Edition.

Exhibit 1.8 The Changing
Organization
• Work anywhere, anytime
Edit
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ri.ng specific hours
•
•
•
•
•
•
•
•
•
•
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
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Sizes and Types of Organizations
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Edition.
•
•
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
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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
Edition.

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

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Edition.
• 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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E-Business–Enabled
Organization
E-business tools and
Total E-Business
Organization
Organization’s entire
work processes revolve
around e-business model
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Edition.

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

Edition.
• Innovation
– Doing things differently, exploring new territory,
and taking risks
– Managers need to encourage all employees to be
innovative

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Edition.
• 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
Edition.

Why Study Management?
Edition.
• 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.
Edition.

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Edition.
• 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
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