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Chapter 1 Introduction to Management and Organizations
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-1
LEARNING OUTLINE 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 Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-2
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• 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
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-3
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• What Is an Organization? – Describe the characteristics of an organization – Explain how the concept of an organization is changing • The Challenges Managers Face – Describe the current trends and issues facing managers Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-4
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• What Is Corporate Social Responsibility? – Contrast the classical and socioeconomic views of social responsibility – Discuss the role that stakeholders play in the four approaches to social responsibility – The relationship between corporate social responsibility and economic performance
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-5
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• Understanding workforce diversity – Accommodating diverse members in the organization
• 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
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-6
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, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-7
Types of Managers • Firstline Managers
– Are at the lowest level of management and manage the work of nonmanagerial employees
• Middle Managers
– Manage the work of firstline managers
• Top Managers
– Are responsible for making organizationwide decisions and establishing plans and goals that affect the entire organization
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-8
Exhibit 1.1 Managerial Levels Top Managers Middle Managers First-Line Managers Nonmanagerial Employees Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-9
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, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-10
What Do Managers Do? • 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
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-11
Exhibit 1.2 Management Functions Planning
Organizing
Leading
Controlling Lead to
Defining goals, establishing strategy, and developing subplans to coordinate activities
Determining what needs to be done, how it will be done, and who is to do it
Directing and motivating all involved parties and resolving conflicts
Monitoring activities to ensure that they are accomplished as planned
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
Achieving the organization’s stated purpose
1-12
What Do Managers Do? (cont’d • Mintzberg’s Management Roles Approach (Exhibit 1.3) – Interpersonal roles • Figurehead, leader, liaison
– Informational roles • Monitor, disseminator, spokesperson
– Decisional roles • Entrepreneur, disturbance handler, resource allocator, negotiator Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-13
What Do Managers Do? (cont’d) • 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 Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-14
Exhibit 1.4 Skills Needed at Different Management Levels Top Managers
Conceptual Skills
Middle Managers
Human Skills Technical Skills
Lower-level Managers Importance
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-15
What Is An Organization? • 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 Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-16
Exhibit 1.5 Characteristics of Organizations Distinct Purpose
Deliberate Structure People
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-17
Exhibit 1.6 The Changing Organization Traditional • • • • • • • • • • • • •
Stable Inflexible Jobfocused Work is defined by job positions Individualoriented Permanent jobs Commandoriented Managers always make decisions Ruleoriented Relatively homogeneous workforce Workdays defined as 9 to 5 Hierarchical relationships Work at organizational facility during specific hours
New Organization • • • • • • • • • • • • •
Dynamic Flexible Skillsfocused Work is defined in terms of tasks to be done Teamoriented Temporary jobs Involvementoriented Employees participate in decision making Customeroriented Diverse workforce Workdays have no time boundaries Lateral and networked relationships Work anywhere, anytime
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-18
Sizes and 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 (e.g., Sears, Safeway, General Motors, and Ford Motor Company) Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-19
Challenges Managers Face • Ethics
– Increased emphasis on ethics education in university and college curriculums – Increased creation and use of codes of ethics by businesses
• Corporate Social Responsibility
– Pursuing longterm goals that are good for society
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-20
Corporate Social Responsibility • The Classical View – Maximize profits for the benefit of the stockholders – Doing “social good” unjustifiably increases costs
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-21
What Is Social Responsibility? (cont’d) • The Socioeconomic View
– Management should also protect and improve society’s welfare – Corporations are responsible not only to stockholders – Firms have a moral responsibility to larger society “to do the right thing”
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-22
Exhibit 1.7 Approaches to Social Responsibility
Obstructionist Approach
Defensive Approach
Accommodative Approach
Proactive Approach
Disregard for social responsibility
Minimal commitment to social responsibility
Moderate commitment to social responsibility
Strong commitment to social responsibility
No Social Responsibility
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
High Social Responsibility
1-23
Workforce Diversity • Workforce diversity – Refers to employees in organizations who are heterogeneous in terms of gender, race, ethnicity, or other characteristics • A global issue • Canada recognizes and celebrates differences • Managers must make organizations more accommodating
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-24
Why Study Management? • 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
– Selfemployment • Management is also important in running your own business Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-25
Exhibit 1.8 Universal Need for Management All Sizes of Organizations Small
All Organizational Areas Manufacturing —Marketing Human Resources —Accounting Information Systems —etc.
Large
All Types of Organizations
Management Is Needed in...
Profit
Not-for-Profit
All Organization Levels Bottom
Top
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-26
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-1
LEARNING OUTLINE 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 Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-2
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• 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
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-3
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• What Is an Organization? – Describe the characteristics of an organization – Explain how the concept of an organization is changing • The Challenges Managers Face – Describe the current trends and issues facing managers Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-4
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• What Is Corporate Social Responsibility? – Contrast the classical and socioeconomic views of social responsibility – Discuss the role that stakeholders play in the four approaches to social responsibility – The relationship between corporate social responsibility and economic performance
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-5
LEARNING OUTLINE (cont’d) Follow this Learning Outline as you read and study this chapter
• Understanding workforce diversity – Accommodating diverse members in the organization
• 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
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-6
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, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-7
Types of Managers • Firstline Managers
– Are at the lowest level of management and manage the work of nonmanagerial employees
• Middle Managers
– Manage the work of firstline managers
• Top Managers
– Are responsible for making organizationwide decisions and establishing plans and goals that affect the entire organization
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-8
Exhibit 1.1 Managerial Levels Top Managers Middle Managers First-Line Managers Nonmanagerial Employees Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-9
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, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-10
What Do Managers Do? • 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
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-11
Exhibit 1.2 Management Functions Planning
Organizing
Leading
Controlling Lead to
Defining goals, establishing strategy, and developing subplans to coordinate activities
Determining what needs to be done, how it will be done, and who is to do it
Directing and motivating all involved parties and resolving conflicts
Monitoring activities to ensure that they are accomplished as planned
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
Achieving the organization’s stated purpose
1-12
What Do Managers Do? (cont’d • Mintzberg’s Management Roles Approach (Exhibit 1.3) – Interpersonal roles • Figurehead, leader, liaison
– Informational roles • Monitor, disseminator, spokesperson
– Decisional roles • Entrepreneur, disturbance handler, resource allocator, negotiator Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-13
What Do Managers Do? (cont’d) • 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 Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-14
Exhibit 1.4 Skills Needed at Different Management Levels Top Managers
Conceptual Skills
Middle Managers
Human Skills Technical Skills
Lower-level Managers Importance
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-15
What Is An Organization? • 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 Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-16
Exhibit 1.5 Characteristics of Organizations Distinct Purpose
Deliberate Structure People
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-17
Exhibit 1.6 The Changing Organization Traditional • • • • • • • • • • • • •
Stable Inflexible Jobfocused Work is defined by job positions Individualoriented Permanent jobs Commandoriented Managers always make decisions Ruleoriented Relatively homogeneous workforce Workdays defined as 9 to 5 Hierarchical relationships Work at organizational facility during specific hours
New Organization • • • • • • • • • • • • •
Dynamic Flexible Skillsfocused Work is defined in terms of tasks to be done Teamoriented Temporary jobs Involvementoriented Employees participate in decision making Customeroriented Diverse workforce Workdays have no time boundaries Lateral and networked relationships Work anywhere, anytime
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-18
Sizes and 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 (e.g., Sears, Safeway, General Motors, and Ford Motor Company) Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-19
Challenges Managers Face • Ethics
– Increased emphasis on ethics education in university and college curriculums – Increased creation and use of codes of ethics by businesses
• Corporate Social Responsibility
– Pursuing longterm goals that are good for society
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-20
Corporate Social Responsibility • The Classical View – Maximize profits for the benefit of the stockholders – Doing “social good” unjustifiably increases costs
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-21
What Is Social Responsibility? (cont’d) • The Socioeconomic View
– Management should also protect and improve society’s welfare – Corporations are responsible not only to stockholders – Firms have a moral responsibility to larger society “to do the right thing”
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-22
Exhibit 1.7 Approaches to Social Responsibility
Obstructionist Approach
Defensive Approach
Accommodative Approach
Proactive Approach
Disregard for social responsibility
Minimal commitment to social responsibility
Moderate commitment to social responsibility
Strong commitment to social responsibility
No Social Responsibility
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
High Social Responsibility
1-23
Workforce Diversity • Workforce diversity – Refers to employees in organizations who are heterogeneous in terms of gender, race, ethnicity, or other characteristics • A global issue • Canada recognizes and celebrates differences • Managers must make organizations more accommodating
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-24
Why Study Management? • 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
– Selfemployment • Management is also important in running your own business Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-25
Exhibit 1.8 Universal Need for Management All Sizes of Organizations Small
All Organizational Areas Manufacturing —Marketing Human Resources —Accounting Information Systems —etc.
Large
All Types of Organizations
Management Is Needed in...
Profit
Not-for-Profit
All Organization Levels Bottom
Top
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition Copyright © 2008 Pearson Education Canada
1-26
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