Chapter 1

Managers and Managing

in the 21st
Century

Robbins et al., Fundamentals of Management, 4th Canadian Edition

©2005 Pearson Education Canada, Inc. 1
 Organization

A systematic arrangement of
people brought together to
accomplish some specific purpose

Robbins et al., Fundamentals of Management, 4th Canadian Edition

©2005 Pearson Education Canada, Inc. 2
 The Characteristics of
an Organization

Purpose People

Structure

Robbins et al., Fundamentals of Management, 4th Canadian Edition 3

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 Supervise
Others
Top
Managers

Middle
Managers

First-Line
Managers

Front-Line Employees Work

on Jobs
The Levels of an Organization
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 Management
Process of getting things done,
efficiently and effectively, through
and with other people

Robbins et al., Fundamentals of Management, 4th Canadian Edition

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 Management Activities
Organizing
Planning Determining what
Defining goals and needs to be done, in
establishing what order, and by
action plans whom
Effective
Management
Controlling
Leading
Monitoring activities
Guiding and
to ensure that they
motivating all
are achieving
involved parties
results
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 Mintzberg’s
Managerial Roles

Interpersonal Decisional

Informational

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 Distribution of Manager’s Time

Controlling

Leading
First-level
Middle level
Organizing Top level

Planning

0 20 40 60

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 The Roles That Managers Play
Small Firms Importance Large Firms

High Resource Allocator

Spokesperson

Entrepreneur Liaison, Monitor

Figurehead Disturbance Handler
Leader Moderate Negotiator

Disseminator Entrepreneur
Low

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 Managers and Decisions
In order for managers to make decisions, they need to:

 Identify critical problems

 Gather and use appropriate data
 Make sense of the information
 Choose the best course of action

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 Managers and Change
In order to deal with change, managers need to:

 Be change agents
 Be able to work in a dynamic
environment
 Be flexible and adaptable

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 General Management Skills

CONCEPTUAL INTERPERSONAL

TECHNICAL POLITICAL

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 Specific Management Skills
 Controlling the organization’s
environment and resources
 Organizing and coordinating
 Handling information
 Providing for growth and development
of staff
 Motivating staff and handling conflicts
 Strategic problem-solving

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©2005 Pearson Education Canada, Inc.
 Management Competencies
 Initiate and implement change
 Monitor, maintain and improve
performance
 Monitor and control resources
 Secure effective resource allocation
 Recruit and select staff
(continued)

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©2005 Pearson Education Canada, Inc.
 Management Competencies
(continued)
 Develop teams, individuals, and self
 Plan, allocate, and evaluate work
 Create, maintain, and enhance
relationships
 Seek, evaluate, and organize
information
 Exchange information to solve problems
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 Managers and the Changing
World Environment
 Management is no longer constrained
by national borders
 Managers need to understand what is
going on in the world
 Managers need to take into
consideration different economic,
political, legal and cultural systems in
other countries
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©2005 Pearson Education Canada, Inc.
 Is Understanding
Management Important?
 Management affects everyone in an
organization
 Poorly managed organizations will not
be successful
 A good manager is a combination of
many factors

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©2005 Pearson Education Canada, Inc.