Management

Session 1: Introduction and Overview

ZHENG Xin (Christine)

Ph. D in Management

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Welcome to Lingnan, Congratulations

Warm welcome to my class

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 "If you have an apple and I have an apple and we exchange these apples, then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas." -- George Bernard Shaw

Communication and participation oriented class

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Agenda for today

Overview of this course, rules, grading policy Introduction (Instructor, Students ) Session 1: Introduction to management and organizations

Wrap-up

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Some professional conducts and rules

Attending the class. Arriving on time. Minimizing disruptions.
All cell phones should be turned off during class. Not leave and re-enter the class repeatedly. Avoid engaging in side conversations after class has begun.

Focusing on the class. Being prepared for class.

Be ready to read the relevant chapter, answer and discuss questions.

Respect
You should act respectfully toward all class participants.
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Grade Distribution (100%)

Class attendance and participation 15% Homework 15%

Group presentation
Final examination

20%
50%

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1. Class attendance and participation 15%

Each student is expected to participate in class. Participation is evaluated by the quantity and quality of your oral participation and discussion.

Read the book chapters in advance, bring written notes about cases, un-solved questions to class.

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2. Group Presentation (20%)

5-6 members in each group

Search for a realistic management problem around you, give some suggestions /recommendations to solve this problem
Final written plan & Final presentation
Whats the central problem? The management theory and knowledge youll use What should this company / store / library / person do?
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3. Homework (15%)
In terms of :

Book chapter summary

Case write-up Movie review One-paper, hard copy
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4. Final Exam (50%)

A combination of multiple choice, true/false, short essay and case analysis. Cover the most important knowledge I teach in the class

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Textbook and readings

Required Text:
Stephen P. Robbins and Mary Coulter, Management, 8th ed. Tsinghua University Press, 2005.9

Recommended Texts and readings:

Chinese vision

20051 Wall Street Journal Harvard Business Review

Every successful manager I know is an avid reader. Immersing oneself in material of all kinds broadens your perspective and helps you see patterns that others might miss.
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Course Objective
To provide an overall perspective of management To introduce management concepts To explore the management functions of planning, organizing, leading, and controlling To apply theories into practice
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Course framework
Fundaments of management (Part 1, 2 ) Four management functions (Part 3, 4, 5, 6)

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 Part 2 for today

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Self-introduction: Instructor

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 Email:
zhengx9@mail.sysu.edu.cn

Tel:
020-84112067 (Office),

13751757269 (Cell phone)

Office Room:
205M, S.T.Wu Library, Sun Yat-Sen University, Guangzhou

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Introductions!
Interview a classmate around you and find out the following about him / her.
1. 2. 3. 4. 5. 6. Name? Where from? Education experience (part-time work experience, if you have any) Hobby, What do you do for fun? Your understanding of management Others, if you would like to share Be prepared to introduce that person to the class!
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Lessons from introductions

Communication skill Get your required (valuable) information effectively Information process capability

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 Part 3 for today

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ninth edition

STEPHEN P. ROBBINS

MARY COULTER

Chapter

1
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Introduction to Management and Organizations

PowerPoint Presentation by Charlie Cook The University of West Alabama

LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

What Is Management? What Do Managers Do?

What Is An Organization?
Why Study Management?

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Who Are Managers?

Manager
Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals.

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Classifying Managers
First-line Managers
Individuals who manage the work of non-managerial employees.

Middle Managers
Individuals who manage the work of first-line managers.

Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

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Exhibit 11 Managerial Levels

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What Is Management?
Managerial Concerns
Efficiency

Doing things right Getting the most output for the least inputs

Effectiveness

Doing the right things Attaining organizational goals

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Exhibit 12 Effectiveness and Efficiency in Management

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Whereas _____________ is concerned with the means of getting things done, _____________ is concerned with the ends, or attainment of organizational goals.
A. B. C. D. effectiveness; efficiency efficiency; effectiveness effectiveness; goal attainment goal attainment; efficiency
Correct answer: B

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An automobile manufacturer that increased the total number of cars produced at the same cost, but with many defects, would be _____________.
A. B. C. D. efficient and effective increasing efficiency increasing effectiveness concerned with inputs
Correct answer: B

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In successful organizations, ______________.

A. low efficiency and high effectiveness go hand in hand B. high efficiency and low effectiveness go hand in hand C. high efficiency and high effectiveness go hand in hand D. high efficiency and high equity go hand in hand
Correct answer: C

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What Do Managers Do?

Functional Approach
Planning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Arranging and structuring work to accomplish organizational goals. Working with and through people to accomplish goals.

Organizing

Leading

Controlling

Monitoring, comparing, and correcting work.

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Exhibit 13 Management Functions

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What Do Managers Do? (contd)

Management Roles Approach (Mintzberg)
Interpersonal roles

Informational roles
Decisional roles

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What Do Managers Do? (contd)

Skills Approach
Technical skills

Knowledge and proficiency in a specific field The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization

Human skills

Conceptual skills

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Which of these activities belong to Technical skills / Human skills or Conceptual skills
Most people would describe me as a good listener. (?)

When somebody makes a mistake, I want to correct the person and let her or him know the proper answer or approach. (?) I prefer technical or quantitative courses rather than those involving literature, psychology, or sociology. (?)
I know my long-term vision for career, family and other activities and have thought it over carefully. (?) When I have a number of tasks or homework to do, I set priorities and organize the work around the deadlines. (?)
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Exhibit 15 Skills Needed at Different Management Levels

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How The Managers Job Is Changing

The Increasing Importance of Customers
Customers: the reason that organizations exist Cisco CEO

Innovation
Doing things differently, exploring new territory, and taking risks

Managers should encourage employees to be aware of and act on opportunities for innovation.

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What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal) Composed of people Have a deliberate structure

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Exhibit 19 Characteristics of Organizations

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Exhibit 110 The Changing Organization

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Why Study Management?

The Value of Studying Management
The universality of management

Good management is needed in all organizations.

The reality of work

Employees either manage or are managed.

Rewards and challenges of being a manager

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Exhibit 111 Universal Need for Management

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Exhibit 112 Rewards and Challenges of Being A Manager

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 Wrap up for todays course

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Terms to Know
manager first-line managers middle managers top managers management roles interpersonal roles informational roles decisional roles management skills technical skills human skills conceptual skills

management efficiency Effectiveness planning organizing leading controlling

organization universality of management

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LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

Explain how managers differ from non-managerial employees.
Describe how to classify managers in organizations.

What Is Management?
Define management. Explain why efficiency and effectiveness are important to management.

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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

What Do Managers Do?

Describe the four functions of management.
Explain Mintzbergs managerial roles. Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impacting managers jobs. Explain why customer service and innovation are important to the managers job.

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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

What Is An Organization?
Describe the characteristics of an organization.
Explain how the concept of an organization is changing.

Why Study Management?

Explain the universality of management concept.
Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.

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 Thanks
Have a nice weekend! ENJOY

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