Week 1 Slides-BUSN 1210W25 IN

Welcome to Management Essentials

• Course Information:

  • Course Code: BUSN 1210

  • Instructor: Russ Heritage

  • Contact: heritage@douglascollege.ca

Today’s Agenda

1. Welcome and Introductions

2. Tour of Blackboard

3. Course Information and Schedule Review

4. Lecture: Introduction to Management and Organizations - The History of Management

Instructor Background

• Russ Heritage:

  • Experience: Consultant focusing on business and marketing strategy, extensive management experience.

  • Education: MBA from the University of Bradford, UK; Bachelor of Business Administration from SFU.

  • Former student of Douglas College.

Course Resources on Blackboard

• Key Sections Include:

  • Content

  • Calendar

  • Announcements

  • Discussions

  • Gradebook

  • Messages

  • ADA Analytics

  • Student Preview

  • Course Faculty

Course Outline Review

• Essential course materials:

  • Course Outline and Schedule

  • Textbook Access Instructions

Tips for Success in the Course

• Attend classes consistently.

• Purchase and read the textbook weekly.

• Take comprehensive notes during lectures.

• Ask questions for clarification when needed.

• Schedule one-on-one times for extra help.

• Eliminate distractions during class (e.g., cell phones).

• Utilize college resources such as the Library and Learning Center.

• Plan for assignment due dates in relation to other courses.

Group Work Topic Application Presentation (TAP)

• Begins Week 4:

  • Teams of 6 will present on assigned topics.

  • Preparation required prior to class.

  • 20-30 minute in-class discussion.

  • Represents 3% of overall grade.

Group Activity Discussion

• Topics:

  • The role of a manager

  • Importance of managers in organizations

• Task: List down points in teams for class discussion.

Lecture Part 1: Management Essentials

• Key Questions for Discussion:

  1. What do managers do?

  2. What are the enjoyable aspects of being a manager?

  3. What challenges do managers face?

  4. How do managers lead and motivate employees?

  5. What tools do managers use to meet goals?

  6. What laws are relevant to managers?

Learning Outcomes of the Class

• Identify who managers are and their operational environments.

• Explain the significance of managers to organizational success.

• Describe managerial functions, roles, and required skills.

• Understand current shifts affecting management roles.

• Recognize the value of management studies.

• Acquire knowledge of the history and evolution of management theories.

Importance of Managers

• Critical to organizational functioning:

  • Necessary for accomplishment of tasks.

  • Key in guiding team efforts and outcomes.

Definition of a Manager

• "Someone who works with and through other people by coordinating their work activities to achieve organizational goals."

Managerial Levels

• Hierarchical Structure:

  • Top Managers

  • Middle Managers

  • First-Line Managers

  • Non-managerial Employees

First-Line Managers

• Lowest level managers:

  • Directly manage non-managerial staff

  • Oversee production/creation of products.

Middle Managers

• Between first-line and top levels:

  • Manage first-line managers and their activities.

Top Managers

• Near the highest level in organizations:

  • Responsible for organization-wide decisions and goals.

Understanding Organizations

• Definition:

  • A deliberate arrangement of people acting together to achieve specific purposes.

Organization Size Insights

• Breakdown:

  • Large organizations: 2% of all organizations in Canada.

  • Small businesses: 98% of Canadian companies.

• Need for management exists in all organizational sizes.

Management Effectiveness and Efficiency

• Efficiency:

  • Doing things right; maximizing outputs from minimal inputs.

• Effectiveness:

  • Doing the right things; achieving organizational objectives.

Key Management Functions

1. Planning:

   • Setting goals and outlining strategies for reaching them.

2. Organizing:

   • Determining tasks, processes, and delegation.

3. Leading:

   • Directing and motivating staff, resolving conflicts.

4. Controlling:

   • Monitoring progress to ensure objectives are met.

Time Allocation for Managerial Functions

• Varies across managerial levels:

  • Top Managers: More time on planning and conceptualizing.

  • Middle Managers: Balanced focus on leading and organizing.

  • First-line Managers: Spending time on leading and controlling.

Management Skills Approach (Robert Katz)

• Technical Skills:

  • Expertise in specific tasks.

• Human Skills:

  • Proficient in interpersonal relationships.

• Conceptual Skills:

  • Ability to understand complex situations and conceptualize solutions.

Skills by Management Levels

• Top Managers: Mostly require conceptual skills.

• Middle Managers: Emphasize human skills.

• First-Line Managers: Focus on technical skills.

Current Changes in Management

• Managers face increasing complexities due to:

  • Globalization, societal changes, competitive pressures, and technology demands.

Managerial Job Changes

• Responsibilities include:

  • Ethical corporate governance.

  • Social responsibility expectation.

  • Managing a diverse workforce.

  • Consideration of globalization.

Adaptability in Management

• Importance of adaptability:

  • Creates proactive organizations that identify and solve emerging issues.

Value of Innovation

• Innovation necessity:

  • Critical in all organizational types and levels.

Emphasis on Sustainability

• Definition:

  • Pursuing business goals while integrating economic, environmental, and other social responsibilities into strategies.

Customer Management Insights

• Understanding the customer base:

  • Service jobs dominate Canadian employment.

  • High-quality customer service is crucial for success.

Reasons to Study Management

• Universal need for management across all organizational areas and sizes:

  • Including profit and non-profit sectors.

  • Relevant for all organizational levels.

Importance of Management Skills

• Relevant in all industries and situations involving organized work.

Historical Management Overview

• Key Topics:

  1. Ancient Management Concepts

  2. Adam Smith: "The Wealth of Nations" - Division of labor.

  3. Industrial Revolution Changes

  4. Evolution of Modern Management Theory.

Adam Smith's Contribution

• Division of labor concept:

  • Breaking jobs into specialized, repetitive tasks.

Impact of the Industrial Revolution

• Transition from human power to machine power:

  • Economical production in factories vs. home.

  • Increased accessibility and demand for goods.

Study of Management Evolution

• Classical Approach:

  • Focused on efficiency and rationality in organizations.

Fredrick Winslow Taylor

• Known for:

  • Scientific Management.

  • Identifying optimal ways to perform tasks.

Hawthorne Studies Contribution

• Conducted by Elton Mayo:

  • Shed light on the significance of social interactions and attitudes on job satisfaction and productivity.