PART ONE CHAPTER Introduction to Management and Organizations Lecture Outline ntroduction to Chapter One ntheir study of this introductory chapter,you gers,and organi ions in today's dynami Interpersonal Role business environr ent.To illustrate the varie Management S Human Skil air op at United Pa first ioh at UPS ob Is Changin clerk Importance of Custor her current executive position,Carranza knows the wht1sanCganncdhnovatoi tear work, miciency,continuou Why Study Ma value of listening as she tells students,"I value the input of the staff and the Iron ers.On lenges of Being a -line ten and aonorh: kills the divers nature modern busi organizations,and rewards and uthors Robbins and Coulte dis the universality of management in a global ents learn tha ement skills that are sally valuable to all organizations
1 PART ONE CHAPTER ONE Introduction to Management and Organizations 1 Lecture Outline Introduction to Chapter One Who Are Managers? What Is Management? What Do Managers Do? Management Functions Management Roles Interpersonal Roles Informational Roles Decisional Roles Management Skills Technical Skills Human Skills Conceptual Skills How the Manager’s Job Is Changing Importance of Customers Importance of Innovation What Is an Organization? Why Study Management? The Universality of Management The Reality of Work Rewards and Challenges of Being a Manager In their study of this introductory chapter, your students will explore the concepts of management, managers, and organizations in today’s dynamic business environment. To illustrate the varied backgrounds, skills, and characteristics of successful managers, the opening case study, “A Manager’s Dilemma,” features Jovita Carranza, vice president of air operations at United Parcel Service (UPS). Having climbed the career ladder from her first job at UPS as a night-shift clerk to her current executive position, Carranza knows the importance of teamwork, efficiency, continuous development of workers, and communication with employees on every level. She emphasizes the value of listening as she tells students, “I value the input of the staff and the front-line workers. One of my [approaches] is to sit back and listen and observe. You learn more by not speaking . . .” Chapter One continues with an examination of the functions of management, managerial roles and skills, the diverse nature of modern business organizations, and rewards and challenges offered by a career in management. At the close of the chapter, text authors Robbins and Coulter discuss the universality of management in a global business environment. Students learn that they will have an opportunity in this course to develop management skills that are universally valuable to all organizations
hoth original text art and newly created to your students. ANNOTATED OUTLINE INTRODUCTION TO CHAPTER ONE Chanter One introduces the concepts of management,managers,and organizations through the xpraion of five majorun who are managers BC What do managers do? D. What is an organization,and how is the concept of an organization >NOTES☐Materials I Plan to Use:☐ 2. WHO ARE MANAGEKS of oon and work ofen i in formerly nonmanagerial jobs to perform managerial s employees ne >NOTES Materials I Plan to Use: B. How do we define a manager?A manager is someone who coordinat accomplished.However.keep in mind that managers may have additional work duties not related to coordinating the work of others NOTES Materials I Plan to Use: Q&A Why have orga this
2 A variety of PowerPoint slides, including both original text art and newly created images, are available for your use in enhancing the presentation of Chapter One materials to your students. ANNOTATED OUTLINE 1. INTRODUCTION TO CHAPTER ONE Chapter One introduces the concepts of management, managers, and organizations through the exploration of five major questions: A. Who are managers? B. What is management? C. What do managers do? D. What is an organization, and how is the concept of an organization changing? E. Why study management? ¾ NOTES Materials I Plan to Use: 2. WHO ARE MANAGERS? A. The changing nature of organizations and work often requires employees in formerly nonmanagerial jobs to perform managerial activities. Students who are preparing for careers on any organizational level can benefit from acquiring management skills. Today’s employees need to be cross-trained and multiskilled. ¾ NOTES Materials I Plan to Use: Q & A 1.1 If many traditional workers’ jobs now include managerial activities, why is the formal position of “manager” still needed in organizations? B. How do we define a manager? A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. However, keep in mind that managers may have additional work duties not related to coordinating the work of others. ¾ NOTES Materials I Plan to Use: Q & A 1.2 Why have organizations traditionally been visualized as pyramids? Does this pyramidal form accurately reflect the new realities of organizational structure?
Mana eh时Pwr7 First Middle mans ers include all levels of management between the first-line level and the top level of the organization. 3 organization. >NOTES Materials I Plan to Use: WHAT IS MANAGEMENT? Management involves coordinating and overseeing the work activities r actvities are compl y and e least amount of puts PowerPoint slide 1-9). things righ Effectiveness is completing activities so that organizational en de d PowerPoint NOTES Materials I Plan to Use: fectverry fcient?Are effdent orgay Thinking Critically About Is Lying Ever Okay? Ethics
3 C. Managers can be classified by their level in the organization, particularly in traditionally structured organizations—those shaped like a pyramid (see Exhibit 1-1 and PowerPoint slide 1-7). 1. First-line managers (often called supervisors) are located on the lowest level of management. 2. Middle managers include all levels of management between the first-line level and the top level of the organization. 3. Top managers include managers at or near the top of the organization who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. ¾ NOTES Materials I Plan to Use: 3. WHAT IS MANAGEMENT? A. Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 1. Coordinating and overseeing the work of others is what distinguishes a managerial position from a nonmanagerial one. 2. Efficiency is getting the most output from the least amount of inputs in order to minimize resource costs. Efficiency is often referred to as “doing things right” (see Exhibit 1-2 and PowerPoint slide 1-9). 3. Effectiveness is completing activities so that organizational goals are attained and is often described as “doing the right things” (see Exhibit 1-2 and PowerPoint slide 1-9). ¾ NOTES Materials I Plan to Use: ? Thinking Critically About Ethics Is Lying Ever Okay? Q & A 1.3 Are effective organizations necessarily efficient? Are efficient organizations always effective?
In this critical thinking exercise,students are asked to consider ethical dilemmas the dass. ntire das might ask students: What factors did vo consider in attemptin to make ethica nagers of ethics assis WHAT DO MANAGERS DO exactly alike But ent writer s and es One examines the e five categorization schemes nent func rialist in the early 1900s proposed that managers perform five management functions: nagement textbooks (see establishin integrate and coordinate activities. b accomplish organizational goals. d Controlling monitoring,comparing.and outlined above.Since these four management oohatwetg e The manage ment pre ocess is the set of ongo ing decisions and nwhich manager theypan, ead,and contro NOTES Materials I Plan to Use: Focus on Leadership Leaders,Managers,or Both?
4 In this critical thinking exercise, students are asked to consider ethical dilemmas associated with lying. After introducing the exercise, you might want to ask students to consider these issues individually, then in small groups of two or three other students in the class. The small-group discussion could be followed by a discussion involving the entire class. You might ask students: “What factors did you consider in attempting to make ethical decisions for these situations? How might a written organizational code of ethics assist managers in making these decisions?” 4. WHAT DO MANAGERS DO? No two managers’ jobs are exactly alike. But management writers and researchers have developed some specific categorization schemes to describe what managers do. Chapter One examines these five categorization schemes: functions, roles, skills, managing systems, and situational analysis. A. Management Functions. Henri Fayol, a French industrialist in the early 1900s, proposed that managers perform five management functions: POCCC (plan, organize, command, coordinate, control). 1. Over time, Fayol’s five management functions have been reorganized into four functions, which provide a foundation for the organization of many current management textbooks (see Exhibit 1-3 and PowerPoint slide 1-11). a. Planning involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. b. Organizing involves arranging and structuring work to accomplish the organization’s goals. c. Leading involves working with and through people to accomplish organizational goals. d. Controlling involves monitoring, comparing, and correcting work performance. 2. In practice, managing is not always performed in a sequence as outlined above. Since these four management functions are integrated into the activities of managers throughout the workday, they should be viewed as an ongoing process. 3. The management process is the set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control. ¾ NOTES Materials I Plan to Use: ? Focus on Leadership Leaders, Managers, or Both?
leaders managers? Are all managers leader What makes an indivic do today's organiz Ask students towork in small groupsto compile a list of at least ten qulities they think ar employers or work exp riences to help identify and describe these qualities.)Whe to share the Management roles.in the late 1960s Henry mintzbe precise study of managers at work.He concluded that manager perfom c categories of managerial Interpersonal roles include figurehead,leadership,and and oesinclude monitoring disseminating. vitie c. Decisional roles include entrepreneur,disturbance handl 2. Follo reso and at dife organizations generally support the idea that managers perform insight into managers not purely >NOTES Materials I Plan to Use: Management Skills.Managers need certain skills to perform the challenging du ated with ing a manager rough PowerPoint slide 1-15). a Technical skills are ob. knowledge and 6 peopnidualyandgroup
5 To introduce this critical thinking exercise, ask students the following questions: Are all leaders managers? Are all managers leaders? What makes an individual a leader? Why do today’s organizations need managers who have strong leadership skills? Ask students to work in small groups to compile a list of at least ten qualities they think an effective leader should possess. (Encourage students to think about previous or present employers or work experiences to help identify and describe these qualities.) When students have had an opportunity to complete their lists, ask each group to share their findings with the entire class in a discussion of vital leadership traits and behaviors. Throughout the discussion, you may want to emphasize the value of the students’ real-life work experiences in understanding the importance of these qualities. B. Management Roles. In the late 1960s, Henry Mintzberg conducted a precise study of managers at work. He concluded that managers perform 10 different roles, which are highly interrelated. 1. Management roles refer to specific categories of managerial behavior (see Exhibit 1-4). a. Interpersonal roles include figurehead, leadership, and liaison activities. b. Informational roles include monitoring, disseminating, and spokesperson activities. c. Decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. 2. Follow-up studies of Mintzberg’s role categories in different types of organizations and at different managerial levels within organizations generally support the idea that managers perform similar roles. 3. Although the functions approach represents the most useful way to describe the manager’s job, Mintzberg’s roles give additional insight into managers’ work. Some of the ten roles do not fall clearly into one of the four functions, since all managers do some work that is not purely managerial. ¾ NOTES Materials I Plan to Use: C. Management Skills. Managers need certain skills to perform the challenging duties and activities associated with being a manager. 1. Robert L. Katz found through his research in the early 1970s that managers need three essential skills (see Exhibit 1-5 and PowerPoint slide 1-15). a. Technical skills are job-specific knowledge and techniques needed to proficiently perform specific tasks. b. Human skills are the ability to work well with other people individually and in a group. c. Conceptual skills are the ability to think and to conceptualize about abstract and complex situations
2 cross-section of the important managerial activities that are elements of the four management functions(see Exhibit 1-6). NOTES Materials I Plan to Use: Self-Assessment Library Exercise in Emotional Intelligence "What's My Emotional Intelligence Score?"provides students with an assessment of y want to ■ What did you discover about yourself as you answered this questionnaire?Did anything surprise you about your assessment? Each of the questionnaires in the Self-Assessment Library is designed to help students inderstand their owr characteristics.Since selt-awareness for personal growt can develop a more effective managerial style. D. ger's Job I anging.Sign cant changes in the intma Security threats,corporate ethics scandals,global economic and ocncertainties,and technoloical advancements should While a】 nagers will not have to manage under tragically demanding circumstances.how managers manage in today's workplace is changing E Two significant changes facing today's managers Importance of customers to the manager's job Importance of innovation to the manager's jol >NOTES Materials I Plan to Use:
6 2. Twenty-one skill-building modules appear at the back of the textbook following Chapter 19. These skills reflect a broad cross-section of the important managerial activities that are elements of the four management functions (see Exhibit 1-6). ¾ NOTES Materials I Plan to Use: Self-Assessment Library Exercise in Emotional Intelligence Managers with good human skills can get the best from their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. Self-Assessment #I.E.1 “What’s My Emotional Intelligence Score?” provides students with an assessment of their emotional intelligence, which is necessary for effective management and leadership. In this exercise, students may want to reflect on the following questions: What did you discover about yourself as you answered this questionnaire? Did anything surprise you about your assessment? How can you use this information in helping you to plan your career? How will this information help you as a manager? Each of the questionnaires in the Self-Assessment Library is designed to help students understand their own characteristics. Since self-awareness is essential for personal growth and development, effective management is based on our ability to be “in tune” with our own personal characteristics. By understanding our unique strengths and weaknesses, we can develop a more effective managerial style. D. How the Manager’s Job Is Changing. Significant changes in the internal and external environments have a measurable impact on management. 1. Security threats, corporate ethics scandals, global economic and political uncertainties, and technological advancements should be discussed. 2. While all managers will not have to manage under tragically demanding circumstances, how managers manage in today’s workplace is changing. E. Two significant changes facing today’s managers: 1. Importance of customers to the manager’s job 2. Importance of innovation to the manager’s job ¾ NOTES Materials I Plan to Use:
Self-Assessment Library Exercise in Handling Ambiguity Managers have always had to deal with changes in the interal and external environments utes to ents may want flec the follo questions: What did you find ou about yourself in doing?Did anything How c helping you to plan your career? How will this information help you as a manager? tune develop a more effective managerial stvle WHAT IS AN ORGANIZATION? Orgnization share three common characteristics (1)each has a distinct >NOTES Materials I Plan to Use: B Although thes and PowerPoint slide 1-26 list some important differ ces between the becoming more open,fexible,and responsive to changes. NOTES Materials I Plan to Use: technological changes have created an environment in which successful organizations must embrace new ways of getting their work done. >NOTES Materials I Plan to Use: 7
7 Self-Assessment Library Exercise in Handling Ambiguity Managers have always had to deal with changes in the internal and external environments of their organizations. Often, complete information is not available. Self-Assessment #I.A.4. “How Well Do I Handle Ambiguity?” contributes to students’ understanding of their present ability to manage change. Students may want to reflect on the following questions: What did you find out about yourself in doing this exercise? Did anything surprise you about your assessment? How can you use this information in helping you to plan your career? How will this information help you as a manager? Emphasize that effective management is based on our ability to be “in tune” with our own characteristics. By understanding our unique strengths and weaknesses, we can develop a more effective managerial style. 5. WHAT IS AN ORGANIZATION? Organizations need managers. An organization is a deliberate arrangement of people to accomplish some specific purpose. A. Organizations share three common characteristics: (1) each has a distinct purpose; (2) each is composed of people; and (3) each develops some deliberate structure so members can do their work. (see Exhibit 1-9 and PowerPoint slide 1-25). ¾ NOTES Materials I Plan to Use: B. Although these three characteristics are important in defining what an organization is, the concept of an organization is changing. Exhibit 1-10 and PowerPoint slide 1-26 list some important differences between the traditional organization and the new organization. These differences include: flexible work arrangements, employee work teams, open communication systems, and supplier alliances. Organizations are becoming more open, flexible, and responsive to changes. ¾ NOTES Materials I Plan to Use: C. Organizations are changing because the world around them has changed and is continuing to change. These societal, economic, global, and technological changes have created an environment in which successful organizations must embrace new ways of getting their work done. ¾ NOTES Materials I Plan to Use:
Managing Your Career The Future Looks Bright (If you are unable t gn2atandtadeasog9safeeefe5tieagstoceon ble resourc pursuing: : Expected job pro job Norkina conditions WHY STUDY MANAGEMENT? The importance of studying management in today's dynamic global environment can be plained by ooking at the un of management,the reality of The Universality of Management.Without a doubt.management is all types and sizes of organizations.at all organizatio and in a through lives F product we use.very action we take.is provided by or affected byrWellri develop a loyal nt gain the ability to recogniz and encourage good management practices;just as important. they learn to recognize poor management and how to correct it. >NOTES Materials I Plan to Use:
8 ? Managing Your Career The Future Looks Bright! If your classroom has Internet capabilities, visit the Web site of the U.S. Department of Labor’s Occupational Outlook Handbook at [www.bls.gov/oco]. (If you are unable to access the Internet in your classroom, you may give students the address of the Web site and encourage them to visit the site individually outside of class.) Click on the “Management” link and ask students to suggest a few career fields for the class to explore together at this site. By briefly examining these links, you can show students how to use this valuable resource to learn about the following aspects of a career they are interested in pursuing: • Training and education needed • Earnings • Expected job prospects • What workers do on the job • Working conditions 6. WHY STUDY MANAGEMENT? The importance of studying management in today’s dynamic global environment can be explained by looking at the universality of management, the reality of work, and the rewards and challenges of being a manager. A. The Universality of Management. Without a doubt, management is needed in all types and sizes of organizations, at all organizational levels, and in all organizational work areas throughout the world. 1. We interact with organizations each day of our lives. Every product we use, every action we take, is provided by or affected by organizations. Well-managed organizations develop a loyal customer base, grow, and prosper. 2. Students who study management gain the ability to recognize and encourage good management practices; just as important, they learn to recognize poor management and how to correct it. ¾ NOTES Materials I Plan to Use:
Q&A the job? B aged A course in t。 ations.A to benefit fromt NOTES Materials I Plan to Use: C 尝产 b. ypcally dependent on he Rewards their work to the best of their ability and help the 6 achieve its goals. organizational outcomes;and receive appropriate Kpem that their efforts.skilsrgre ma satisfaction. NOTES Materials I Plan to Use: Self-Assessment Library Exercise in Motivation to Manage workplace provides many challenges.Sef ciated y nent n
9 Q & A 1.4 How would you respond to a friend who says, “I know some very successful managers who never took a course in management. Can’t you just learn this stuff on the job?” B. The Reality of Work. After graduation, students will either manage or be managed. A course in management provides insight and understanding about behaviors of supervisors and the internal operations of organizations. An individual does not have to aspire to be a manager in order to benefit from taking a course in management. ¾ NOTES Materials I Plan to Use: C. Rewards and Challenges of Being a Manager (see Exhibit 1-12) 1. Challenges a. Managers may have difficulty in effectively blending the knowledge, skills, ambitions, and experiences of a diverse group of employees. b. A manager’s success typically is dependent on others’ work performance. 2. Rewards a. Managers have an opportunity to create a work environment in which organizational members can do their work to the best of their ability and help the organization achieve its goals. b. Managers often receive recognition and status in the organization and in the larger community; influence organizational outcomes; and receive appropriate compensation. c. Knowing that their efforts, skills, and abilities are needed by the organization gives many managers great satisfaction. ¾ NOTES Materials I Plan to Use: Self-Assessment Library Exercise in Motivation to Manage Being a manager in today’s dynamic workplace provides many challenges. SelfAssessment #III.B.4 “How Motivated Am I to Manage?” is designed to increase students’ appreciation of the challenges associated with management, particularly where limited
■ What did you discover about yourself in doing this exercise?Did anything surprise you about your assessment Answers to Thinking About Management Issues 1.Is your course instruct course instructor does not fall within the definition of a manager when utilizing managerial functions,mai nly because students are clients rather th n emplo ow it i the few managerial decisions. of managerial rol ha in olved in structor a monitor and ii atoro roles).and a disturbance and negotiato nles) t with thei students.To a limited extent,the instructor utilizes conceptual skills as courses are planned or as departmental curriculums are debated "The manager's most basic responsibility is to focus people toward performance What's your interpretation of This statement means that a manager's job or responsibility is to coordinate and/r focus subordinates'energies toward that will result in the achieve ment of orgar ma most mana agers and atement.Coordinating others'work 3.Why do you think the skills of job candidates have become so important to
10 resources and a variety of personalities exist. Students may want to reflect on the following questions: What did you discover about yourself in doing this exercise? Did anything surprise you about your assessment? How can you use this information in helping you to plan your career? How will this information help you as a manager? Answers to Thinking About Management Issues 1. Is your course instructor a manager? Discuss in terms of managerial functions, managerial roles, and skills. Course instructors (in contrast to individuals who hold positions such as department head) are not usually classified as managers. In most situations, a course instructor does not fall within the definition of a manager when utilizing managerial functions, mainly because students are clients rather than employees. but, more appropriately, clients. In some cases, an instructor has little input about course content or how it is to be taught. In these instances, the instructor makes few managerial decisions. In terms of managerial roles, course instructors may be involved in some ways in the interpersonal, informational, and decisional roles. For example, a course instructor could be seen as a liaison (interpersonal role), a monitor and disseminator (both informational roles), and a disturbance handler and negotiator (both decisional roles). Regarding managerial skills, course instructors certainly need technical skills— knowledge about the latest research and conceptual developments in a particular discipline. They also need significant human skills as they interact with their students. To a limited extent, the instructor utilizes conceptual skills as courses are planned or as departmental curriculums are debated. 2. “The manager’s most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes.” What’s your interpretation of this statement? Do you agree with this statement? Why or why not? This statement means that a manager’s job or responsibility is to coordinate and/or focus subordinates’ energies toward performance outcomes that will result in the achievement of organizational goals. By definition, management is coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Therefore, yes, most managers and management scholars would agree with this statement. Coordinating others’ work activities is what distinguishes a manager’s job from a nonmanagerial one. 3. Why do you think the skills of job candidates have become so important to employers? What are the implications for (a) managers in general, and (b) you, personally?