Florida Gulf Coast University
Contemporary Management Concepts
Fall - 2003
Tuesday, Thursday 12:30 - 1:30 pm
Reed Hall - Room 249
Dr. Jerry Schoenfeld
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
1
40
© Copyright ©2004 by South-Western, a division of Thomson Learning.
All rights reserved.
CHAPTER 1
Management and
Managers:
Yesterday, Today and
Tomorrow
Pamela S. Lewis
Stephen H. Goodman
Patricia M. Fandt
Slides Prepared by
Zulema Seguel
Learning Objectives
slide 1 of 2
1. Describe the terms management and
leadership, as well as the relationship between
the two concepts.
2. Define the concept of management within an
organizational context and as a process.
3. Identify the roles played by managers.
4. Discuss the scope of responsibilities of
functional and general managers.
5. Describe the three levels of managers in
terms of the skills they need and the
activities in which they are involved.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
3
40
Learning Objectives
slide 2 of 2
6. Describe the underlying forces of the new
economy.
7. Describe the environmental trends that are
affecting the way organizations operate and
the way managers do their jobs.
8. Identify and discuss the organizational
changes that are affecting managers’ jobs.
9. Describe the manager of tomorrow in terms of
the managerial style, leadership capabilities,
and skills sets that will be necessary for
success.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
4
40
Management: The Classic Definition
The art of getting things done
through people.
– Mary Parker Follet
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
5
40
Management: A Broader Definition
The process of administering and
coordinating resources effectively,
efficiently, and in an effort to achieve
the goals of the organization.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
6
40
Effectiveness vs. Efficiency
• Effectiveness
– Effectiveness is achieved when the
organization pursues appropriate goals.
This means “doing the right thing.”
• Efficiency
– Efficiency is achieved by using the fewest
inputs (e.g., people and money) to generate a
given output. This means “doing things
right.”
• The end result of effective and efficient
management is organizational success.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
7
40
Management Theory
• It is critical for managers to be able to lead
people through the fast pace of change
• Leadership is about:
– Coping with complexity and, more
importantly,
– Coping with change
• As change becomes more dynamic and rapid –
so managers at all levels must hone their
leadership skills.
• Therefore, leaders are managers… and
managers are leaders.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
8
40
What Is An Organization?
An organization is a group of
individuals who work together
toward common goals.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
9
40
What Do All
Organizations Have in Common?
• They are made up of people, and
• The efforts of these people must be
coordinated if the organization is to
accomplish its goals.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
10 40
The Four
Functions of Management
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
slide 1 of 4
11 40
Planning And Organizing
• Planning
– Setting goals and defining the actions
necessary to achieve those goals.
• Organizing
– The process of determining the tasks to be
done, who will do them, and how those tasks
will be managed and coordinated.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
12 40
Leading
• The capacity to lead the members of work
groups toward the accomplishment of
organizational goals.
• Requires a number of skill sets including:
– Understanding individual/group behavior
dynamics
– The ability to motivate employees
– Be effective communicators
– Able to envision future and share that vision
– 3C’s Leadership Model
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
13 40
Controlling
• Monitoring the performance of the
organization and the progress in
implementing strategic and operational
plans.
• Identifying deviations between planned and
actual results.
• Taking corrective action
• Ensuring that the organization is moving
toward the achievement of its goals.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
14 40
Managers
• Managers are the people who plan, organize,
lead, and control the activities of the
organization so that its goals can be
achieved.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
15 40
Mintzberg’s Managerial Roles
slide 1 of 3
• Interpersonal Roles
– The manager’s responsibility
for managing relationships with
organizational members and
other constituents:
• Figurehead
• Leader
• Liaison
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
16 40
Mintzberg’s Managerial Roles
slide 2 of 3
• Informational Roles
– The manager’s responsibility
for gathering and disseminating
information to the stakeholders
of the organization:
• Monitor
• Disseminator
• Spokesperson
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
17 40
Mintzberg’s Managerial Roles
slide 3 of 3
• Decisional Roles
– The manager’s responsibility
for processing information and
reaching conclusions:
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
18 40
Scope of Responsibility
• Functional Managers
– Managers who are responsible for managing
a work unit that is grouped based on the
function served.
• General Managers
– Managers who are responsible for managing
several different departments that are
responsible for different tasks.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
19 40
Functional Manager
Chief Executive
General Parts Inc.
VP of
Production
Plant
Manager
Service
Manager
VP of
Finance
Account
Manager
Payroll
Manager
A functional manager is a manager responsible
for a work group segmented by function.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
20 40
General Manager
General Manager
Supermarket, Inc.
Produce
Manager
Grocery
Manager
Bakery
Manager
A general manager is a manager
responsible for several different work
groups segmented by task.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
21 40
Levels of Management
Top-level Managers
Middle Managers
First-line Managers
Operational Employees
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
22 40
Management Skills
• Technical Skills
– The ability to utilize the knowledge of tools,
techniques, and procedures that are specific to a
particular field.
• Human Skills
– The ability to work effectively with one’s own
work group as well as others within the organization.
• Conceptual Skills
– The ability to process a tremendous amount of
information about the internal/external environment
of the organization and determine implications of
that information.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
23 40
Skills Needed at
Different Levels of Management
First-line
Management
Middle
Management
Conceptual
Conceptual
Top-Level
Management
Conceptual
Human
Human
Human
Technical
Technical
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
Technical
24 40
Environmental Trends
• Advances in
information technology
• Globalization of
the marketplace
• Increasing predominance
of entrepreneurial firms
• The growing importance
of intellectual capital
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
25 40
Hyperchange
• A condition of rapid, dramatic, complex, and
unpredictable changes that has a significant
effect on the ways in which organizations
are managed.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
26 40
Advances in Information Technology
• Today, there are three central themes of
change in information technology.
– The Internet and other forms of globally
connected networks
– Electronic commerce
– Mobile computing
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
27 40
Globalization of the Marketplace
• Most organizations today are involved, in
some way, in the international business
environment
• Even the smallest business can reach a
global marketplace with relative ease
• The international business arena holds
unique managerial challenges in terms of
complexity and a broader set of
environmental forces.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
28 40
Increasing
Predominance of Entrepreneurial Firms
• Entrepreneurial firms are responsible for a
disproportionate number of new products,
services, and process.
• Entrepreneurial activities place pressure on
large, bureaucratic firms to be made
innovative and proactive.
• Entrepreneurship provides opportunities for
minorities and others who may face barriers
in traditional corporate environments.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
29 40
The Growing
Importance of Intellectual Capital
• Intellectual capital encompasses the sum and
synergy of an organization’s knowledge,
experience, relationships, processes,
discoveries, innovations, market presence
and community influence.
• The three major categories of intellectual
capital are:
– Structural Capital
– Customer Capital
– Human Capital
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
30 40
Organizational Changes
• A new model of leadership
• From hierarchy to collaborative
work relationships
• Increasing diversity in the workplace
• A new organizational model
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
31 40
Increasing Diversity in the Workplace
• Diversity is the heterogeneity of the
population and work force.
• The challenge of diversity for today’s
business and managers
– Organizational success requires a strong
organizational culture and group
cohesiveness
– Achieving this may be more difficult when
the workplace includes people with different
backgrounds, from different nations, or with
different cultural frames of reference.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
32 40
From Hierarchy to
Collaborative Work Relationships
• Cross-functional Teams
– Teams comprised of individuals from
different functional areas of the organization
• Self Managed Teams
– Groups of employees who work together
toward the development of strategy for their
work unit and the achievement of established
goals and objectives.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
33 40
A New Model of Leadership
• The 3C’s Model of Leadership
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
34 40
The 3C’s Model of Leadership
• Competence
– Refers to having the requisite business
acumen and skills to be effective as a leader.
• Character
– Refers to the leadership values and behaviors
that elicit trust, commitment and
followership.
• Community
– Refers to the need to be aware of things
beyond oneself and even beyond one’s team
and organization.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
35 40
The New Manager/Leader Profile
• Managers will no longer think of themselves as
“the boss,” but will view themselves as
sponsors, team leaders, or internal consultants.
• Today’s leaders can no longer wield control
from the top of the pyramid; nor can they
control the action from the sidelines.
• Leaders must empower individual employees to
do whatever is necessary to achieve goals… and
make sure that employees have the resources to
get the job done.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
36 40
Competencies of Tomorrow’s Managers
•
•
•
•
•
•
•
•
The great communicator
The individual coach
The team player
The technology master
The problem solver
The foreign ambassador
The change agent
The lifelong learner
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
37 40
Implications for Future Leaders
slide 1 of 2
• Keep abreast of changing conditions that
affect the organization.
• Develop and understanding of the major
environmental trends that are affecting
organizations across the globe.
• Be flexible and adaptable to organizational
changes, as well as proactive in initiating
change when appropriate.
• Understand the changing role of the manager
within the corporate structure.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
38 40
Implications for Future Leaders
slide 2 of 2
• Make the most of your education and
develop the skills and competencies
necessary for managerial success.
• Focus on excellence and quality in
everything you do.
• Take every opportunity to enhance your
leadership skills.
© Copyright ©2004 by South-Western, a division of Thomson Learning. All rights reserved.
39 40