Transcript Chapter 01 The Changing Paradigm of Management

Understanding
Management
First Canadian Edition
Slides prepared by
Janice Edwards
College of the Rockies
Copyright © 2009 Nelson Education Ltd.
Chapter 1
The Changing Nature of
Management &
Foundations of Learning
Organizations
Copyright © 2009 Nelson Education Ltd.
1-2
Learning Objectives
1.
2.
3.
4.
5.
Explain the differences between efficiency and effectiveness
and their importance for organizational performance.
Define 10 roles that managers perform in organizations.
Discuss the management competencies needed to deal with
today’s turbulent environment, including issues such as
diversity, globalization, rapid changes, and the skills needed
for crisis management.
Describe the learning organization and the changes in
structure, empowerment, and information sharing managers
make to support it.
Understand how historical forces influence the practice of
management
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1-3
Learning Objectives (contd.)
6.
7.
8.
9.
10.
Identify and explain major developments in the
history of management thought.
Discuss the scientific management perspective and
its current uses in organizations.
Describe the major components of the classical and
humanistic management perspectives.
Define the role contingency plays in organizations.
Explain the major components of total quality
management.
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Definition of Management
The attainment of organizational goals effectively and
efficiently through:
•
Planning,
•
Organizing,
•
Leading, and
•
Controlling organizational resources.
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1-5
Ex. 1.1
The Process of Management
Planning
Select goals and
ways to attain them
Performance
•Attain goals
Resources
•Human
•Financial
•Raw Materials
Controlling
Monitor activities and
make corrections
•Technological
Organizing
•Products
Assign responsibility for
task accomplishment
•Services
•Efficiency
•Effectiveness
•Information
Leading
Use influence to
motivate employees
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1-6
Organization
•
An organization is a goal directed
and deliberately structured social
entity.
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Effectiveness and Efficiency
Organizational effectiveness:
• The degree to which the organization achieves a
stated goal.
Organizational efficiency:
• The amount of resources used to achieve an
organizational goal.
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Ex. 1.2
Relationship of Conceptual, Human, and
Technical Skills to Management Level
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Ex. 1.3
Ten Manager Roles
Informational
Interpersonal
Decisional
• Monitor
• Figurehead
• Entrepreneur
• Disseminator
• Leader
• Disturbance handler
• Spokesperson
• Liaison
• Resource allocator
• Negotiator
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1-10
Management and the New Workplace
•
Centred around information and ideas.
•
Work is free-flowing and flexible.
•
Organized around networks, work is often virtual.
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New Management Competencies
•
•
Embrace ambiguity
Create organizations that are:
•
•
•
•
•
fast
flexible
adaptable
relationship oriented
Focus on:
•
•
•
•
dispersion of leadership
staying connected to employees and customers
team building
developing a learning organization
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Crisis Management
Crisis Management Skills:
•
•
•
•
•
Stay calm
Be visible
Put people before business
Tell the truth
Know when to get back to business
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Ex. 1.5
Elements of a Learning Organization
Team-Based
Structure
Learning
Organization
Empowered
Employees
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Open
Information
1-14
Management & Organization
•
•
•
Social Forces are values, needs, and standards of
behaviour.
Political Forces influence of political and legal
institutions on people & organizations.
Economic Forces affect the availability,
production, & distribution of resources in a
society.
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Ex. 1.6
Management Perspectives Over Time
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1-16
Classical Perspective
•
•
•
•
Emphasized a rational, scientific approach to the study of
management.
Sought to make organizations efficient.
Manager’s role is to maintain stability and efficiency.
Theories of Scientific Management, administrative
principles, and bureaucratic organizations.
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Humanistic Perspective
• Emphasized understanding human behaviour.
• Dealt with needs & attitudes in the workplace.
• Truly effective control comes from within the individual
worker rather than authoritarian control.
• Hawthorne Studies brought Humanistic Perspective to
forefront.
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Theory X & Y
Theory X
•
•
•
•
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People are lazy.
People lack ambition.
Dislike responsibility.
People are self-centered.
People don’t like
change.
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Theory Y
•
•
•
•
People are energetic.
People want to make
contributions.
People do have ambition.
People will seek
responsibility.
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The Contingency Approach
•
One thing depends on other things, and for
organizations to be effective, there must be a
“goodness of fit” between their structure and the
conditions in their external environment.
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