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What Makes Someone A Manager?#2: What Is Management and What Do Managers Do?#3: What Characteristics Define An Organization?#4: What Are The Challenges To Managing?#5: Does Studying Management Make A Difference?

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-1

    Chapter 1

    Introduction to

    Management and Organizations

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-2

    Learning OutlineAfter you read this chapter you should know the following

    learning objectives:

    #1: What Makes Someone A Manager?

    #2: What Is Management and What Do

    Managers Do? #3: What Characteristics Define An

    Organization?

    #4: What Are The Challenges To

    Managing? #5: Does Studying Management Make A

    Difference?

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-3

    Defining the Managers Terrain

    Managers:

    Coordinate work activities to achieve organizationalgoals.

    Their ability to act is affected by both the internal culture

    of the organization and the constraints of the external

    environmentincluding the global environment.

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-4

    Defining the Managers Terrain

    Managers:

    Also deal with complicated ethical and social

    responsibility issues as they plan, organize,

    lead and control.

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-5

    Defining the Managers Terrain

    When considering the managers terrain, managers

    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?

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-6

    Who Are Managers?

    Manager

    Someone who works with and through other

    people by coordinating their work activities inorder to accomplish organizational goals

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-7

    Types of Managers

    First-line Managers Managers at the lowest level manage the work of non-

    managerial employees directly or indirectly involved withthe production or creation of the organizations products.

    Middle Managers Managers between the first-line level and the top level of

    the organization who manage the work of first-linemanagers

    Top Managers Managers at or near the top level are responsible formaking organization-wide decisions and establishingplans and goals affecting the entire organization

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-8

    Exhibit 1.1 Managerial Levels

    TopManagers

    Middle Managers

    First-Line Managers

    Nonmanagerial Employees

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-9

    Efficiency and Effectiveness

    Managerial Concerns

    Efficiency

    Doing things rightGetting the most output from the least amount of

    inputs

    Effectiveness

    Doing the right things

    Completing activities so that organizational

    goals are achieved

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-10

    Exhibit 1.2 Efficiency and

    Effectiveness in Management

    Goal

    Attainment

    Effectiveness (Ends)

    Resource

    Usage

    Management Strives for:Low Resource Waste (high efficiency)

    High Goal Attainment (high effectiveness)

    Efficiency (Means)

    Low Waste High Attainment

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-11

    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.

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-12

    Exhibit 1.3 Management Functions

    Planning

    Defining goals,establishingstrategy, anddevelopingsub-plans tocoordinateactivities

    Lead toOrganizing

    Determiningwhat needsto be done,how it willbe done, andwho is to do it

    Leading

    Directing andmotivating allinvolved partiesand resolvingconflicts

    Controlling

    Monitoringactivitiesto ensurethat they areaccomplishedas planned

    Achieving theorganizationsstated

    purpose

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-13

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-14

    Management Roles

    Henry Mintzbergs Management Roles Approach

    (Exhibit 1.4)

    Interpersonal roles

    Figurehead, leader, liaison

    Informational roles

    Monitor, disseminator, spokesperson

    Decisional roles

    Entrepreneur, disturbance handler, resource allocator,

    negotiator

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian Edition

    Copyright 2009 Pearson Education Canada 1-15

    Management Roles

    Robert Katz Management Skills Approach

    Technical skills

    Knowledge and proficiency in a specific fieldHuman 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

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-16

    Exhibit 1.5 Skills Needed at Different

    Management Levels

    TopManagers

    MiddleManagers

    Lower-level

    Managers

    Importance

    ConceptualSkills

    HumanSkills

    TechnicalSkills

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-17

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-18

    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

    Composed of people

    Deliberate structure

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-19

    Exhibit 1.6 Characteristics of

    Organizations

    Deliberate

    Structure

    Distinct

    Purpose

    People

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-20

    Exhibit 1.7 The Changing

    OrganizationTraditional 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 facilityduring specific hours

    New Organization Dynamic

    Flexible

    Skills-focused

    Work is defined in terms of tasks to bedone

    Team-oriented

    Temporary jobs

    Involvement-oriented

    Employees participate in decisionmaking

    Customer-oriented Diverse workforce

    Workdays have no time boundaries

    Lateral and networked relationships

    Work anywhere, anytime

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-21

    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)

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-22

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-23

    Challenges to Managing

    Ethics

    Rules and principles that define right and wrong

    behaviourIncreased emphasis on ethics education seen in

    university and college curriculums

    Increased creation and use of codes of ethics by

    businesses currently

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-24

    Challenges to Managing

    Workforce Diversity

    The mix of people in organizations in terms of

    gender, race, ethnicity, disability, sexual

    orientation, age, demographic characteristicssuch as education and socio-economic status

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-25

    Challenges to Managing

    Globalization

    Management in international organizations

    Political and cultural challenges of operating in aglobal market

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-26

    Challenges to Managing

    Managing in an E-Business World

    The work performed by an organization usingelectronic linkages to its key constituencies

    E-commerce: the sales and marketing componentof an e-business

    Categories of E-businesses

    E-businessenhanced organizationE-businessenabled organization

    Total e-business organization

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-27

    Exhibit 1.8 Categories of

    E-Business Involvement

    E-business units withintraditional organization

    E-BusinessEnhancedOrganization

    E-business tools andapplications usedwithin traditional

    organization

    E-BusinessEnabled

    Organization

    Organizations entirework processes revolve

    around e-business model

    Total E-BusinessOrganization

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-28

    Challenges to Managing

    Customers

    Customers have more opportunities than ever

    beforeDelivering consistent high-quality service is

    essential

    Managers need to create customer-responsive

    organizations

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-29

    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

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-30

    Challenges to Managing

    Knowledge Management

    The cultivation of a learning culture where

    organizational members systematically gatherand 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

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-31

    Exhibit 1.9 Learning Organization vs.

    Traditional Organization

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-32

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-33

    Why Study Management?

    The Value of Studying Management

    The universality of management

    Good management is needed in all organizationsThe reality of work

    Employees either manage or are managed

    Self-employment

    Running your own business rather than working forsomeone else

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-34

    Exhibit 1.10 Universal Need for

    ManagementAll Sizes of Organizations

    Small Large

    All Types of Organizations

    Profit Not-for-Profit

    All Organization Levels

    Bottom Top

    ManagementIs Needed

    in...

    All Organizational AreasManufacturing Marketing

    Human ResourcesAccountingInformation Systemsetc.

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-35

    Summary and Implications

    What makes someone a manager?

    Managers work with and through other people by

    coordinating employee work activities in order toaccomplish organizational goals.

    What is management and what do managers

    do?

    Management is coordinating work activities so

    that they are done efficiently and effectively.

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    Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,Management,Ninth Canadian EditionCopyright 2009 Pearson Education Canada 1-36

    Summary and Implications

    What characteristics define an organization?

    Managers work in a variety of organizations both large

    and small within various industries

    What are the challenges to managing?

    The greatest managerial challenge is the crisis in ethical

    responsibility damaging todays organizations

    Does studying management make a difference?

    Understanding management helps us to improve

    organizations

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    Chapter 1 Stephen P Robbins Mary Coulter and Nancy Langton Management Ninth Canadian Edition 1 37