Planning Ahead — Chapter 1 Study Questions

1. What are the challenges of working today?

2. What are organizations like in the new
workplace?
3. Who are managers and what do they do?
4. What is the management process?
5. How do you learn managerial skills and
competencies?

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 Study Question 1: What are the challenges of working today?

 Competencies/Talent … Intellectual Capital?

Abilities, Intelligence, Skills, Knowledge, Attitude,

Experience, Drive, Ability to learn & grow

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Study Question 1: What are the challenges of working today?
 Study Question 1: What are the challenges of working today?

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 Study Question 1: What are the challenges of working today?

 Technology …

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Study Question 1: What are the challenges of working today?
 Study Question 1: What are the challenges of working today?

 Globalization …
 the worldwide interdependence of resource
flows, product markets, and business
competition that characterize our
economy

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 Study Question 1: What are the challenges of working today?

 Ethics
 Code of moral principles that set standards
of conduct of what is good and right

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 Study Question 1: What are the challenges of working today?

 Ethical expectations for modern

businesses:
 Integrity and ethical leadership at all levels
 Sustainable development
 Natural environment protection
 Consumer protection
 Human rights

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 Study Question 1: What are the challenges of working today?

 Diversity …

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 Study Question 1: What are the challenges of working today?

 How diversity bias can occur in the

workplace:
 Prejudice
 Discrimination
 Glass ceiling effect

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 Study Question 1: What are the challenges of working in the new
economy?

 Careers …
 Organizations consist of three types of
workers, sometimes referred to as a
shamrock organization:

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 Study Question 2: What are organizations like in the new
workplace?

 Organization
 A collection of people working together to
achieve a common purpose
 Organizations provide useful goods and/or
services that return value to society and
satisfy customer needs

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 Figure 1.1 Organizations as open systems interact with their
environment

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 Study Question 2: What are organizations like in the new
workplace?

 Organizational performance
 “Value creation” is a very important notion
for organizations
 Value is created when an organization’s
operations adds value to the original cost
of resource inputs
 When value creation occurs:
 Businesses earn a profit
 Nonprofit organizations add wealth to society

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 Study Question 2: What are organizations like in the new
workplace?

 Organizational performance

Right things Things right

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 Figure 1.2 Productivity and the dimensions of organizational
performance

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 Study Question 2: What are organizations like in the new
workplace?

 Workplace changes that provide a context

for studying management …

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 Study Question 3: Who are managers and what do they do?

 Importance of human resources and

managers …
 People are not ‘costs to be controlled ’
 High performing organizations treat people
as valuable strategic assets
 Managers must ensure that people are
treated as strategic assets

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 Study Question 3: Who are managers and what do they do?

 Manager
 Directly supports, activates and is
responsible for the work of others
 The people who managers help are the ones
whose tasks represent the real work of the
organization

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 Study Question 3: Who are managers and what do they do?

 Levels of management
 Board of directors make sure the
organization is run right
 Top managers are responsible for
performance of an organization as a whole or
for one of its larger parts
 Middle managers oversee large departments
or divisions
 Team leaders supervise non-managerial
workers
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 Figure 1.3 Management levels in a typical business and non-profit
organizations

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 Study Question 3: Who are managers and what do they do?

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 Study Question 3: Who are managers and what do they do?

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 Study Question 3: Who are managers and what do they do?

 Managerial performance and

accountability
 Accountability is the requirement of one
person to answer to a higher authority for
relevant performance results
 Effective managers fulfill performance
accountability by helping others to achieve
high performance outcomes and experience
satisfaction in their work
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 Study Question 3: Who are managers and what do they do?

 Corporate Governance
 Board of directors hold top management
responsible for organizational performance

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 Study Question 3: Who are managers and what do they do?

 Quality of work life

(QWL)
 An indicator of the
overall quality of human
experiences in the
workplace

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 Study Question 3: Who are managers and what do they do?

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 Study Question 3: Who are managers and what do they do?

 The organization as an upside-down

pyramid
 Each individual is a value-added worker
 A manager’s job is to support workers’ efforts
 The best managers are known for helping
and supporting

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 Figure 1.4 The organization viewed as an upside-down pyramid

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 Study Question 4: What is the management process?

 Managers achieve high performance for their

organizations by best utilizing its human and
material resources
 Management is the process of planning,
organizing, leading, and controlling the use of
resources to accomplish performance goals
 All managers are responsible for the four
functions
 The functions are carried on continually

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 Figure 1.5 Four functions of management

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 Study Question 4: What is the management process?

 Functions of management …
 Planning
 The process of setting objectives and determining
what actions should be taken to accomplish them
 Organizing
 The process of assigning tasks, allocating
resources, and arranging the coordinated
activities of individuals and groups to implement
plans

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 Study Question 4: What is the management process?

 Functions of management …
 Leading
 The process of arousing people’s enthusiasm to
work hard and direct their efforts to fulfill plans
and accomplish objectives
 Controlling
 The process of measuring work performance,
comparing results to objectives, and taking
corrective action as needed

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 Figure 1.6 Mintzberg’s 10 Managerial Roles

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 Study Question 4: What is the management process?

 Characteristics of managerial work

 long hours
 intense pace
 fragmented and varied tasks
 many communication media
 work largely through interpersonal
relationships

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 Study Question 4: What is the management process?

 Managerial agendas and networks

 Agenda setting
 Develops action priorities for accomplishing goals
and plans
 Networking
 Process of creating
positive relationships
with people who can
help advance agendas

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 Study Question : How do you learn managerial skills and
competencies?

 Learning
 The change in a behavior
that results from experience
 Lifelong learning
 The process of
continuously learning from
daily experiences and
opportunities

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 Figure 1.7 Katz’s Essential Managerial Skills

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 Figure 1.8 Learning model for developing managerial skills and
competencies

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 TUTORIAL EXERCISE ONE
Discussion Questions
1. How do you feel about having a manager’s responsibility in today’s world
characterized by uncertainty, ambiguity, and sudden changes or threats from the
environment? Describe some skills and qualities that are important to managers
under these conditions.

2. You are a bright, hardworking entry-level manager who fully intends to rise up
through the ranks. Your performance evaluation gives you high marks for your
technical skills but low marks when it comes to people skills. Do you think people
skills can be learned, or do you need to rethink your career path? If people skills
can be learned, how would you go about it?

3. Discuss some of the ways organizations and jobs changed over the past ten
years. What changes do you anticipate over the next ten years? How might these
changes affect the manager’s job and the skills a manager needs to be
successful?