THE MANAGEMENT PROCESS

Copyright © 2015 John Wiley & Sons, Inc. 1-1 Chapter 1

THE MANAGEMENT PROCESS

Takeaway Questions & Learning Objectives

In studying this chapter, students should consider the following questions and be able to complete the

accompanying objectives:

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

Learning Objective: Recognize the challenges of working in the new economy.

Takeaway 2: What are organizations like as work settings?

Learning Objective: Describe the nature of organizations as work settings.

Takeaway 3: What does it mean to be a manager?

Learning Objective: Discuss what it means to be a manager.

Takeaway 4: What is the management process?

Learning Objective: Explain the functions, roles, and activities of managers.

Takeaway 5: How do you learn essential managerial skills and competencies?

Learning Objective: Identify essential managerial skills and discuss how they are learned.

Overview

Work in the new economy is increasingly knowledge based, and people, with their capacity to bring valuable intellectual capital to the workplace, are the ultimate foundation of organizational performance.The chapter begins with a section on understanding the challenges of working today. The world of work is undergoing dynamic and challenging changes that provide great opportunities along with tremendous uncertainty. These changes are due to the impact of important trends regarding worker talent, technological change, globalization, ethical standards, workforce diversity, and careers. After setting up this framework for the changing environment in which organizations operate, the chapter goes on to describe organizations as open systems which interact with their environments in the process of transforming resource inputs into finished goods and services as product outputs. From this point, the bulk of the chapter describes managers and their work; detailing that managers directly support, supervise, facilitate and help activate the work efforts of other people in organizations. Next, the chapter explores the management process consisting of the four functions of planning, organizing, leading, and controlling, followed by the roles and skills managers need for success. The chapter concludes with a discussion of the essential managerial skills and how they are leaned.(Introduction to Management International Student Version, 13e John Schermerhorn) (Instructor Manual all Chapters) 1 / 4

Schermerhorn & Bachrach / Introduction to Management, 13 th Instructor’s Guide Copyright © 2015 John Wiley & Sons, Inc. 1-2

Lecture Outline

Teaching Objective: To increase awareness of how a dynamic and changing environment affects organizations, managers, and the management process in the new workplace.

Suggested Time: Two hours of class time are typically required to present the material in this chapter.

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

Talent Technology Globalization Ethics Diversity Careers and Connections

Takeaway Question 2: What are organizations like as work settings?

Organizational purpose Organizations as systems Organizational performance Changing nature of organizations

Takeaway Question 3: What does it mean to be a manager?

What is a manager?Levels of managers Types of managers Managerial performance Changing nature of managerial work

Takeaway Question 4: What are the functions, roles, and activities of managers?

Functions of management Managerial roles and activities Managerial agendas and networks

Takeaway Question 5: What are the essential managerial skills and how do we learn them?Technical skills Human and interpersonal skills Conceptual and critical-thinking skills

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Schermerhorn & Bachrach / Introduction to Management, 13 th Instructor’s Guide Copyright © 2015 John Wiley & Sons, Inc. 1-3

Supporting Materials

Figures • Figure 1.1: Organizations as Open Systems Interacting with Their Environments

• Figure 1.2: Productivity and the Dimensions of Organizational Performance

• Figure 1.3: Management Levels in Typical Business and Nonprofit Organizations

• Figure 1.4: The Organization as an Upside-Down Pyramid

• Figure 1.5: Four Functions of Management – Planning, Organizing, Leading, and Controlling • Figure 1.6: Katz’s Essential Managerial Skills – Technical, Human, and Conceptual

Thematic Boxes

• Analysis: Multiple Generations Meet and Greet in the New World of Work

• Wisdom: Ursula Burns Moves from Student Intern to Fortune 500 CEO

• Research Brief: Women Worldwide Study Identifies Success Factors in Global Leadership

Management Learning Review • Summary • Self-Test

Applications

• Evaluate Career Situations for New Managers: What Would You Do?

• Reflect on the Self-Assessment: Career Readiness “Big 20”

• Contribute to the Class Exercise: My Best Manager

• Manage the Critical Incident: Team Leader Faces Test

• Collaborate on the Team Activity: The Amazing Great Job Race

• Analyze the Case Study: McDonald’s

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Schermerhorn & Bachrach / Introduction to Management, 13 th Instructor’s Guide Copyright © 2015 John Wiley & Sons, Inc. 1-4

LECTURE NOTES

WORKING TODAY

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

Learning Objective: Recognize the challenges of working in the new economy.

Today’s working environment has changed dramatically due to the complex world in which we live. No longer can one be complacent, unskilled, or even expect job security. Innovation, cost competitiveness, and technology are the driving forces today.

Career advancement today demands initiative and self-awareness, as well as continuous learning.

TALENT

According to management scholars Charles O’Reilly and Jeffrey Pfeffer, high performing companies achieve success by being better than competitors by getting extraordinary results from the people working for them.

People –– what they know, what they learn, and what they do with it –– are the ultimate foundations of organizational performance.

People represent intellectual capital, which is the collective brainpower or shared knowledge of a workforce that is used to create value.

The intellectual capital equation of Intellectual Capital = Competency x Commitment defines today’s workplace. Workers’ talents and capabilities represent competency, while willingness to work hard defines commitment.

A knowledge worker is someone whose mind is a critical asset to employers and who adds to the intellectual capital of the organization.

TECHNOLOGY

The world is driven by technology, so one must develop a high Tech IQ, that is, the ability to use technology and commitment to stay informed on the latest technological developments.

We hold meetings in virtual space, eliminating physical distances. Work is done from home or anywhere we might be. We meet as virtual teams, sharing files and information, all without ever meeting face-to-face.

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