Robbins et al.

, Fundamentals of Management, 4th

4th Canadian
CanadianEdition
Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

Explain what a manager is

Define the term management

Differentiate between efficiency and

effectiveness

Describe the four basic management
activities
(continued)
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.2


Classify the three levels of managers and

identify the primary responsibility of each level

Summarize the essential roles performed by
managers

Describe the four general skills necessary for
becoming a successful manager
(continued)

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.3

The Characteristics of
an Organization
People
Purpose

Structure

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.4

A systematic arrangement of people brought together to

accomplish some specific purpose

Robbins et al., Fundamentals of Management, 4th

4th Canadian
CanadianEdition
Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

What is an enterprise?

What are the differences of an enterprise from an organization?

Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.6

Supervise
Others
Top
Managers
Middle
Managers
First-Line
Managers
Front-Line Employees

Work
on Jobs

The Levels of an Organization

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.7

- Strategic managers
- Tactical managers
- Operational managers

The Levels of an Organization

Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.8

Process of getting things done, efficiently

and effectively, through and with other
people

Robbins et al., Fundamentals of Management, 4th

4th Canadian
CanadianEdition
Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

Efficiency and Effectiveness

Ends
Effectiveness
Goals

Low
Waste

High
Attainment

Goal Attainment

Resource Usage

Means
Efficiency

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.10

Efficiency, Effectiveness, and Performance

in an Organization

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

Figure 1.1
FOM 1.11

DISCUSSION

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.12

Management Activities
Organizing

Planning

Determining what
needs to be done, in
what order, and by
whom

Defining goals and

establishing
action plans

Effective
Management
Controlling
Monitoring activities
to ensure that they
are achieving
results

Leading
Guiding and
motivating all
involved parties

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.13

Four functions of management

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.14

Four functions of management

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.15

Distribution of Managers Time

Controlling

Leading

First-level
Middle level
Top level

Organizing

Planning
0

20

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

2005 Pearson Education Canada, Inc.

40

60
FOM 1.16

Universality of Managers Job

Importance of roles varies depending on level in

organization

Managers job in for-profit and not-for-profit
organizations generally the same

Size of organization impacts whether manager is
more of a generalist vs. more of a specialist

Not all management concepts are universal

Management concepts may need to be modified in
other countries
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.17

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.18

The Roles That Managers Play

Small Firms

Importance

Large Firms

High

Resource Allocator

Spokesperson

Entrepreneur
Figurehead
Leader

Moderate

Disseminator

Liaison, Monitor
Disturbance Handler
Negotiator

Entrepreneur
Low

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.19

Management Across National

Borders

Concepts and ideas are transferable to
most English-speaking, free- market
democracies

We will need to modify some concepts
in other countries

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.20

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
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.21

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
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.22

General Management Skills

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.23

General Management Skills

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.24

Conceptual Skills

Mental ability to analyze and diagnose complex
situations

Allow Managers to see how things fit

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.25

Interpersonal Skills

Ability to work with, understand, mentor and motivate
others

Both individually and as a group

Many managers fail in this

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.26

Technical Skills

Ability to apply specialized knowledge or expertise

Engineer, accountant, etc

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.27

Specific Management Skills

These explain 50% of a managers effectiveness

Controlling the organizations

environment and resources

Organizing and coordinating

Handling information

Providing for growth and development
of staff

Motivating staff and handling conflicts

Strategic problem-solving
Robbins et al., Fundamentals of Management, 4th Canadian Edition
2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.28

Management Competencies

Initiate and implement change

Monitor, maintain and improve performance

Monitor and control resources

Secure effective resource allocation

Recruit and select staff
(continued)

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.29

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

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.30

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

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.31

Major Environmental Changes

Affecting Managers

Technology

E-commerce

E-business

Knowledge workers

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.32

Management from a Global

Perspective

Globalization--doing business on a world-wide scale

Managers need to be sensitive to issues in other
countries

Managers also need to be aware of different cultures in
Canada

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.33

Importance of Managers in the

Marketplace

Good managers can help an organization perform
successfully

Poor managers can do the reverse

Managers tend to earn more as their responsibilities
and accountabilities increase

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.34

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

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.35

Why to study management?

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.36

DISCUSSION

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

2005 Pearson Education Canada, Inc.

Instructor: LTT Xuan

FOM 1.37