ADM 1100 Lecture 1: Class Notes for the spring Semester
16 Dec 2016
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ADM 1100 Lecture (no notes on lecture 1)
Lecture 2 (May 9th)
Introducing a manager – their functions;
History of management.
- As a manager important for human HR, as well as financial, your outputs
- I.e.: situation in Fort McMurray, thin of the Business continuity plans with managers, volunteers,
the ripple effect that all these things have when you have your business hat on from a
management perspective
Slide 1: Introducing management
- What is an org? a group of people working together to achieve some common purpose, the
attributes associated with the mission statement. What is a mission statement? The reason for
being of an org.
- Operates in an open system
o Inputs (with raw materials, etc) create some product or service, and deliver this product
for sale. I.e.: Apple: produce iphone. Chips, etc produce phones and then output the
phone.
o Open system: using resource outside of our organisation to make them within our
organisation to them output them.
- Measuring an Org performance:
1. Productivity: quantity and quality of outputs relative to the cost of inputs. Am measured
by the quality of inputs and outputs versus the cost of the outputs. At what cost?
2. Efficiency: the amount of resources incurred to produce goods and services and meet
goals (doing things right). Are we using resources well? People, technology, financial,
material.
3. Effectiveness: how well an org is doing in mtg its goals (doing the right things)
Slide 2: Org environment:
General environment: External environmental factors that impact an organisations decision making:
energy, natural environment, the economic environment (think the value of the Canadian dollar)
inflation, inflation on food, interest rates. Political and legal environment: change in policies and laws.
Social factors such as age – more specifically:
o Socio-cultural conditions
o Technological conditions
o Economic conditions
o Political-legal conditions
o Natural environments conditions
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find more resources at oneclass.com
Thinking of the global context: As we work in an open system, you have to be open and understand
what is going on around you. What do the above mean to you a business person? If you are borrowing,
etc?
Slide 3: What is Management? : The planning, organizing, leading, and controlling or resources to
achieve goals effectively and efficiently.
o The P.O.L.C of resources to achieve goals effectively and efficiently
o The manger – the person responsible for supervising resources to achieve goals
Managerial Functions:
H. FAYOL: was the first to describe the four key managerial functions and must perform
1. Planning:
- Used to select goals and a course of actions. 5 steps:
o Establish Goals: Can be a certain percentage by a certain time.
o Is there a gap?
o Develop plan
o Implement plan
o Assess
2. Organizing :
- Process of assigning tasks, allocating resources, and coordination work activities.
- Usually leads to an organizational structure which is a formal system of relationships. I.e. functional
(HR, marketing) vs. geographic.
3. Leading
o Maages articulate the vision/strategy of an org
o Must use: power, persuasion, communication, and motivation
The result:
o Employees work in harmony
o Employees perform at a high level
4. Controlling (the performance review)
o Essential to evaluate
o Evaluates how org is doing in achieving goals
o Allows orgs to regulate efficiency and effectiveness
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find more resources at oneclass.com
Managerial Roles
Described as per Mintzberg: Role as a manager: a role could be with the media, competitors,
stakeholders outside the organizations. A role is a set of specific tasks a person performs because of the
position they hold.
He described Roles directed inside (employees) as well as outside (shareholders) of an organisation – in
3 categories: interpersonal, informational and decisional.
Interpersonal Roles: Coordinate and interact with others
Figurehead role: symbolizes the organization: think a person who leads the company, the person who
symbolizes the company
Leader role: train, counsel, mentor and encourage in order to reach full potential
Liaison role: coordinate people inside and outside the organization to help achieve goals
Informational Roles: Obtain and transmit information
Monitor: information seeking, analyses info. Inside and outside org.
Disseminator: tasits ifo. To ifo to ifluee ees ok ad attitude
Spokesperson: uses info to promote organization
Decisional Roles: Gain information and use it to make decisions
Entrepreneur role: deciding upon new projects to initiate and invest
Disturbance handler role: assume responsibility for handling an unexpected event
Resource allocator: assign people/money between functions and divisions
Negotiator role: helps find solutions between stakeholders (society, customers,)
Managerial skills:
Conceptual skills: ability to analyze and diagnose a situation and find the cause and effect
Human skills: the ailit to udestad, alte, lead, ad otol peoples ehaio
Technical skills: the job specific knowledge required to perform a task
Time management skills:
Chapter 2: Manager Past to Present
History of management:
1. Classical approach 1880-1920
2. Behavioral approach 1920-s
3. Contemporary approaches – s – s
4. Emerging practices – s – 2000
Classical Approach - 1880-1920
Adam Smith (the invisible Hand) 1776 - The Wealth of Nations
- Advocate of systemization
o Efficiency and effectiveness
o Division of labour (many people responsible for one particular task so that they can
become experts and do that task very fast).
o Productivity
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Adm 1100 lecture (no notes on lecture 1) As a manager important for human hr, as well as financial, your outputs. : situation in fort mcmurray, thin of the business continuity plans with managers, volunteers, the ripple effect that all these things have when you have your business hat on from a management perspective. What is an org? a group of people working together to achieve some common purpose, the attributes associated with the mission statement. Inputs (with raw materials, etc) create some product or service, and deliver this product for sale. Chips, etc produce phones and then output the phone: open system: using resource outside of our organisation to make them within our organisation to them output them. Measuring an org performance: productivity: quantity and quality of outputs relative to the cost of inputs. Am measured by the quality of inputs and outputs versus the cost of the outputs.
