Chapter 1 Managers and You in the Workplace

Learning Outcomes from this presentation:

Tell who managers are and where they work.
Explain why managers are important to organizations.
Describe the functions, roles and skills of managers.
Describe the factors that are reshaping and redefining the manager’s job.
Explain the value of studying management.

1. Management Thirteenth Canadian Edition Chapter 1 Managers and You in the Workplace Copyright © 2022 Pearson Canada Inc.

2. Learning Outcomes (1 of 2) Tell who managers are and where they work. Explain why managers are important to organizations. Describe the functions, roles and skills of managers.

3. Learning Outcomes (2 of 2) Describe the factors that are reshaping and redefining the manager’s job. Explain the value of studying management.

4. Who Is a Manager? A manager is: someone who works in an organization with and through other people by coordinating their work activities in order to accomplish organizational goals.

5. Exhibit 1.1 Managerial Levels

6. Types of Managers (1 of 3) First-line Managers: Managers at the lowest level manage the work of non-managerial employees directly or indirectly involved with the production or creation of the organization’s products.

7. Types of Managers (2 of 3) Middle Managers: Managers between the first-line level and the top level of the organization who manage the work of first-line managers.

8. Types of Managers (3 of 3) Top Managers: Managers at or near the top level are responsible for making organization-wide decisions and establishing plans and goals affecting the entire organization.

9. Where do Managers Work? (1 of 3) Organization: Organization is a deliberate arrangement of people who act together to accomplish some specific purpose. Managers work in an organization.

10. Where do Managers Work? (2 of 3) Common Characteristics of Organizations: Distinct purpose Composed of peoples Deliberate structure

11. Where do Managers Work? (3 of 3) Managers are important because: Organizations need their managerial skills and abilities more than ever in uncertain, complex, and chaotic times. They are critical to get things done. They contribute to employee productivity and loyalty.

12. What are Functions, Roles and Skills of Manager? (1 of 10) Management: Coordinating and overseeing work activities of other people so the activities are completed efficiently and effectively.

13. What are Functions, Roles and Skills of Manager? (2 of 10) Efficiency - “Doing things right” Getting the most output from the least amount of inputs. Effectiveness - “Doing the right things” Completing activities so that organizational goals are achieved.

14. Exhibit 1.2 Efficiency and Effectiveness in Management

15. What are Functions, Roles and Skills of Manager? (3 of 10) Henri Fayol first proposed that all managers perform five functions: Planning Organizing Commanding Coordinating Controlling

16. What are Functions, Roles and Skills of Manager? (4 of 10) Planning: Involves setting goals, establishing a strategy for achieving those goals, and developing plans to integrate and coordinate activities.

17. What are Functions, Roles and Skills of Manager? (5 of 10) Organizing: Involves arranging and structuring work to accomplish the organization’s goals.

18. What are Functions, Roles and Skills of Manager? (6 of 10) Leading: Involves arranging and structuring work to accomplish the organization’s goals.

19. What are Functions, Roles and Skills of Manager? (7 of 10) Controlling: Involves monitoring , comparing , and correcting work performance.

20. Exhibit 1.3 Management Functions

21. What are Functions, Roles and Skills of Manager? (8 of 10) Management Roles (Henry Mintzberg): Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator

22. Exhibit 1.4 Mintzberg’s Managerial Roles Interpersonal Roles Figurehead Leader Liaison Informational Roles Monitor Disseminator Spokesperson Decisional Roles Entrepreneur Disturbance handler Resource allocator Negotiator SOURCE: Based on H. Mintzberg, The Nature of Managerial Work (New York, NY: Harper & Row, 1973), pp. 93–94.

23. What are Functions, Roles and Skills of Manager? (9 of 10) Approaches to describing what Managers do: Functions vs. Roles: The f unctions approach is the most useful way of conceptualizing manager’s job.

24. What are Functions, Roles and Skills of Manager? (10 of 10) Management Skills Approach (Robert Katz) Technical skills Knowledge and expertise in a specific field Human skills The ability to work well with other people Conceptual skills The ability to analyze and generate ideas about abstract and complex situations

25. Exhibit 1.5 Skills Needed at Different Management Levels

26. How Is the Manager’s Job Changing? (1 of 8) Managing is far more complicated today than it ever was. Managers, must deal with societal changes such as COVID-19 pandemic, global economic and political uncertainties, changing workplaces, ethical issues, securety threats, and changing technology.

27. Exhibit 1.6 Changes Facing Managers

28. How Is the Manager’s Job Changing? (2 of 8) Managers are dealing with six major changes: Adaptability Innovation Sustainability Customers Social media Employee

29. How Is the Manager’s Job Changing? (3 of 8) Focus on Adaptability: An adaptable organization creates a set of skills, processes, and a culture that enable it to continuously look for new problems and offer solutions before the clients even realize they have a need. Successful companies exceed competitors in flexibility, efficiency and adaptability.

30. Exhibit 1.7 Characteristics of Effective Organizations SOURCE: Basadur Applied Creativity, Presentation March 18 and 19, 2010, Halifax, Nova Scotia.

31. How Is the Manager’s Job Changing? (4 of 8) Focus on Innovation: Success in business demands innovation. Innovative efforts can be found in all types of organizations. Innovation builds adaptable culture.

32. How Is the Manager’s Job Changing? (5 of 8) Focus on Managing Sustainability: Company’s ability to achieve its business goals. Increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

33. How Is the Manager’s Job Changing? (6 of 8) Focus on Customers: You need customers. Without them, most organizations would cease to exist. The majority of employees in developed countries work in service jobs. Almost 76% of the Canadian labour force work in service industries. High-quality customer service is essential for survival and success in today’s competitive environment.

34. How Is the Manager’s Job Changing? (7 of 8) Focus on Social Media: Includes all forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content. Managers need to understand and manage the power and peril of social media. More and more businesses are using social media to connect with customers, encourage employee activism and manage human resources.

35. How Is the Manager’s Job Changing? (8 of 8) Focus on Employee: Treating e mployees well is not only the right thing to do but also because it is good business. Effective performance evaluation outcomes, involves clear communication of expectations, available resources to achieve them, and how well they have been met. Work-life balance is important. Organization benefit includes increase in employee satisfaction, talent retention and employee engagement.

36. Why Study Management? (1 of 5) The Universality of Management The Reality of Work Rewards and Challenges of Being a Manager Gaining Insight into Life at Work

37. Exhibit 1.8 Universal Need for Management

38. Why Study Management? (2 of 5) Universality of Management: Managers are needed in all types and sizes of organizations, at all organizational levels and work areas, and in all global locations

39. Why Study Management? (3 of 5) Reality of Work: Reality is that you will either manage or be managed. For those who plan to be managers, management study provides the foundation upon to build management knowledge and skills. For those who plan not to be managers, are still likely to have to work with managers.

40. Why Study Management? (4 of 5) Rewards and Challenges of Being a Manager: Rewards: creating work environments to help people do heir best work, supporting, encouraging, helping others find meaning and fulfillment in work. Challenges: having to work hard, sometimes having more clerical than managerial duties, interacting with a variety of personalities.

41. Why Study Management? (5 of 5) Gaining Insight into Life at Work: Understanding management concepts and how managers think assist in getting better results at work and can lead to career enhancement Successful employees are promoted to managerial roles.