원론 1

I'm going to cover the chapter one, Managing Today. Okay, let's move on to the next page to see the details of this chapter. So, learning objective. Okay, so first we are going to tell who managers are and where they work. Okay, and then define management and second and third describe what managers do. Next, explain why it's important to study management.

And next, describe the factors that are reshaping and redefining management. And the final objective is to describe the key employability skills gained from studying management that are applicable to career bigger needs of your major. Okay, so first learning objective is tell who managers are and where they work.

So who are managers? Where do they work? So what is managers? Who are managers? Who are managers? Managers work in organization. Okay. So what is organization? Organization, the definition of organization is a deliberate collection of people brought together to accomplish some specific purpose.

Here there is some specific purpose. You need to have a goal. So organization is a deliberate collection of people brought together to accomplish some specific purpose. There are three characteristics that identify any organization. So first is organization have goal. And then second organization should have people.

and then also structure. So for example, what is an example of organization? What is an example of organization? For example, your neighborhood convenience store, also an organization and basketball team, okay, also an organization, LA Lakers, Okay?

and or medical clinic also organization and our university also organization right global company like LG or Samsung also an organization okay right so organization should have these three characteristics first goal second people third is structure okay so let's move on to to the next page.

see the details of organization. So what three characteristics do organization share? So here we see three common characteristics that organization share. So first is goal, second is people, third is structure. So What is school? What is school?

Goal is which express the distinct purpose of a particular organization. Goal like so the sales goal or market share goal for example. Goal distinct purpose of a particular organization that is goal. And next people what is people who make decision and engage in work activity to reach the organization's goal.

In university, there are students and staff. That is an example of people. And next, it should have a delivery structure, which systematically defines and limits its members' behavior. So three characteristics of organization is goal, people and structure.

So for example, you guys all know this Facebook. Okay, so Mark Zuckerberg, CEO of Facebook, facing increased public scrutiny over things his company was doing and not doing in relation to protecting his community of user and global community at large stated that his company's goal, what is the goal of Facebook?

What is the goal? Is to fix those important issue and to get back to its original purpose, providing meaningful interaction between family and friends. That is a goal of Facebook. Okay. So an organization is structured in some way that defines and limits the behavior of its member. so within this structure rules

Regulation and policies might guide what people can or cannot do. Some members will supervise other members. Work team might be formed or disbanded. Or job description might be created or changed so organizational members know what they're supposed to do. Okay, and how are managers different from non-managerial employees?

Okay, so members of an organization can be divided into two categories. One is non-managerial employee. The other is manager. Okay, so non-managerial employee, they work directly on task. Okay, and do not oversee the work of others.

So example, for example, like cashier in a home improvement store or someone who takes your order at a coffee store. So they may be called associate, team members or contributor. So they are not responsible for overseeing others' work. By the way, manager

manager is different. Manager they are direct and oversee the activities of the people in the organization. So a manager's job isn't about personal achievement. It's about helping others do their work. So distinction doesn't mean that manager don't ever work directly on task.

So managers may have work duties not related to overseeing others. So the distinction between manager and non-manager. What is the distinction? The distinction is overseeing work. So non-manager employee not overseeing others work. However, managers overseeing others work. So that's a big difference. Okay.

So managers have the responsibility of supervising and directing work of others, but non-managerial employee do not have this responsibility. Okay, so next, what titles do managers have? So managers in an organization can have a variety of titles. So managers are usually classified as like this, so top managers.

middle manager and first line manager and team leaders. So there is exhibit 1/2 management level. So top manager here, top manager here. Top managers are those at or near the top of an organization, right? So who make decision? Make decision about the direction of an organization, okay?

so top management, okay, and establish policies and philosophies that affect all organizational members. So title include like president, okay, or vice president, chancellor, managing director, or like our chief executive officer is an example of top manager.

And next is middle manager. Middle manager fall between the lowest and highest levels of the organization. Right? So they often manage other manager and sometimes non-managerial employee and are responsible for translating the goals set by top managers into specific detailed tasks.

lower manager oversees. So here title includes middle manager, agency head, unit chief, division manager or project leader. That is an example of middle manager. Okay and next is what? Next is first line manager. First line managers are responsible for

directing non-managerial employee, directing the day-to-day activities of non-managerial employee. So this includes like supervisor, chief manager or unit coordinator. Okay. And last thing is team leader. Team leader are a special category of lower level managers that have become more common as organizations have moved

using employee work teams to do work. So they typically report to a first line manager. Okay so they report to the first line manager. So they manage activity of work team. Okay so this is a hierarchy of managers. So first on the top top manager and middle manager and first line manager and team leaders.

next learning objective is define management. So what is management? Management is the process of getting things done effectively and efficiently within through people. Here effective and efficient. So effectiveness, what is effectiveness? It has to do with the working being done

and how it's being done. So doing the right thing. That is, okay. And efficiency. Efficiency means doing things right. So, okay. So getting the most output from the least amount of input. So it's not enough, however, just to be efficient. So managers are also concerned with completing activity. So in management term we call these effectiveness

So effectiveness means doing the you need to remember that this difference effectiveness doing the right thing okay efficiency doing things right okay okay so so next as illustrated here here efficiency left is means efficiency

is end effectiveness. While efficiency is concerned with the means of getting things done, effectiveness is concerned with the end. Efficiency means. So end is goal attainment. So achievement of organizational goal is effectiveness. So the concepts are different.

interrelated. So it's easier to be effective if you ignore efficiency. So poor management is often due to both inefficiency and ineffectiveness or effectiveness achieved without regard for efficiency. Right? So good management is concerned with both attaining goal and

doing so as efficiently as possible. So resource usage. So low waste is efficiency, high attainment is effectiveness. Okay. So until now we've looked at management as a generic activity. Okay. If management is truly a generic discipline, then what a manager does should be essentially the same.

Whether he or she is a top-level executive or a first-line supervisor, in a business firm or a government agency, in a large corporation or small corporation, or located in Paris, Texas, or France. So in reality, a manager's job varies depending on these several factors. So here, some factor level in the organization.

The position is high or low and if the company is profit or non-profit like government company and the size of the organization big or small and management concept and national border. Okay so first we'll examine how a manager's level in the organization impact the role.

So level, first is level in the organization. So although a supervisor and the CEO of a company may not do exactly the same thing, it doesn't mean that their jobs are inherently different. So the differences are of degree and emphasis but not of activity. So the differences are degree and emphasis not of activity.

So that is the decision of a top manager will have greater ramifications than those of a middle manager due to the content of the decision. So here, management activity by organizational level. So here, first line managers, they also have plan organizing, reading, controlling. Middle manager also have plan organizing, reading, controlling function.

and time management also plan, organizing, leading, controlling. But the portion is different. Okay, so all managers, regardless of level, they make decision. Okay, and plan, lead, organize and control. But the amount of time a manager gives to each activity is not necessarily constant. as you see from this exhibit

So also the content of the managerial activity also changes with the manager's level. So first line manager, okay. Reading takes the half percent of the total, right. However, the top manager organizing 36 percent, okay. And planning reading is a little bit same. And the list controlling and middle manager. In case of middle manager, leading takes the most part, but organizing same.

but planning and controlling is similar. So that's universal job but it depends on the level in the organization. Okay? So next is the manager's job. It's universal. So profit versus non-profit. So the most important difference between the two is how performance is measured. So the profit or the bottom line is an unambiguous measure of a business organization's effectiveness. Okay? Not for profit organization.

don't have such a universal measure, making performance measurement more difficult. But even not-for-profit organizations need to make money to continue operating. So as we see in this figure, managerial roles in small and large business differ. So for the purpose of our discussion, what is small business?

Small business is an independent business having fewer than 500 employees that doesn't necessarily engage in any new or innovative practices and has relatively little impact on its industry. So the most important role of a small business manager is that of what? As you see from this exhibit.

Here, small firm, the most important role is spokesperson and performing externally in meeting with customer, arranging, financing with banker, searching for new opportunity and stimulating change. So the action of a manager is in large organization, however,

are directed internally, deciding which organizational units get which and how much of the available resources. So that is resource allocator. Okay, so in large firm, resource allocator high role and in small firm, spokesperson is high role. A small business manager is more likely to be a generalist in a less formal,

less structured and less complex environment than its counterpart in a large organization. So again, as with organizational level, we see differences in degree and emphasis, but not in the activities that managers do, right? So managers in both small and large organizations perform essentially the same activity, right? But how they go about those activities and the proportion of time they spend on each are different.

So you need to remember the scope and the time is different but the actual activity is same. Right? Okay. And next is management concept and national border. Let's do the same. Okay, so if management concept were transferable across country,

They would apply universally in all parts of the world. However, research shows that while concepts transfer easily among many English-speaking countries, management concepts will likely need to be modified when dealing with India, China, Chile, or other countries with economic, political, social, or cultural environments that differ from those of so-called free-market democracies.

Okay, next learning objective is to describe what managers do. Okay, so no two organizations are alike and neither are managers job. Right, but managers job do share some common elements. So here we'll discuss three approaches to describing what managers do. okay so

Ways to look at what managers do is there are three things, three approach. So first is full function approach, okay? And second, management role approach and third is skills and competencies, okay? So first is full functions approach. Here you see 1.4, full management function.

So managers perform certain activities, tasks, or functions as they direct and oversee other work. This approach was first proposed by French industrialist Henry Fayol. He said managers engage in five management activities. Plan, Organize, and Command, Coordinate.

control. So he said POCCC and his choice of these five functions was based on his own observations of the mining industry not from a formal survey. So today those management functions have been condensed to the following four. So four means planning. Organizing. Second is organizing

and leading and control. So planning it includes defining goals, establishing strategy, and developing plans to coordinate activities. Okay and next organizing. Organizing includes determining which task needs to be done and by whom, how tasks are to be grouped,

who reports to whom and who will make decision. And next is reading. Reading. It includes monitoring employees, selecting the most effective communication channel, and resolving conflict. And the last one is controlling. Controlling includes monitoring performance

comparing it with goals and correcting any significant deviation. Okay. In the late 1960s, Henry Mintzberg dispelled the long-haired notion that managers were reflective thinkers who carefully processed information before making decisions. Henry's empirical study of five chief executives showed that managers perform ten different but highly interrelated roles.

So he categorized this action around the following three general categories. So first is interpersonal roles. So first is interpersonal role. In this role there are figurehead, leader, and liaison. And another role is informational role. So monitor.

disseminator and spokesperson. And another four is decision roles. So here entrepreneur, disturbance handler, resource allocator, negotiators are included in this class. So Bintverse manager role is three interpersonal, informational and decisional roles.

So which approach takes the prizes? So both approaches seem to do a good job of describing what managers do. But the function approach wins. Its clarity and simplicity in describing what managers do make it continually popular. But don't ignore Mintberg's rule approach.

It does offer another way to describe what managers do. Okay, so another way to describe what managers do is by looking at the skills they need for managing. Management researchers, Robert L. Cot and others, describe four critical skills. First is conceptual

First is conceptual skill. It is analyzing and diagnosing complex situations to see how things fit together and to facilitate making good decisions. First is analyze and diagnose. Second is interpersonal skill. That means working well with other people both individually and in group.

communicating, motivating, mentoring and delegating. Next is technical skills. Technical skill is job-specific knowledge, expertise and techniques needed to perform work tasks. For top-level manager, knowledge of the industry and a general understanding of the organization's process and products.

For middle and lower managers, they have to know specialized knowledge required in the area where they work. For example, finance, human resources, marketing, computer system, and manufacturing and information technology. And last one is political skill. As you all know, political skill is very, very important in management. So building a power base.

establishing the right connections so they can get needed resources for their groups. These are four skills. Skills and competencies. Conceptual skill, interpersonal skill, technical skill, and political skill. So next learning objective is explain why it's important to study management.

So why study management? Why you guys study management? Because we interact with them every day of our lives and an understanding of management offers insight into many organizational aspects. So understanding management offers insights into why some companies get our orders right

first time why one thriving organizations no longer exist and which companies continue to prosper during challenging economic times. Okay so studying management provides knowledge about manager skill and responsibilities, how organizations function and how people behave in the workplace. Okay so if you plan to be a manager you will form a foundation on which to build your management skills and abilities.

Even if you don't see yourself managing, you are still likely to have to work with manager. And the reality is that if you plan to work for a living, you will probably have some managerial responsibilities even if you are not a manager. Therefore, studying management provides knowledge about managerial skills and responsibility, how organizations function and how people behave in the workplace.

starting management is very important to everybody. Okay. Okay. Next learning objective is describe the factors that are reshaping and redefining management. Okay. Okay. So what factors are reshaping and redefining management? Managers today are dealing with

changing workplaces, changing workforce, global economic and political uncertainties, and changing technology. Okay, so distributed labor companies are charging, changing the face of temporary work. So some 30 to 45% of the world's workforce works from home or are virtual employees.

After the corona, the virtual employee is increasing. More and more businesses are relying on apps and mobile-enhanced websites to run their business. Managers everywhere are likely to have to manage in changing circumstances, which means that how managers manage is changing.

We will now look at four specific changes that are increasingly important to organizations and managers everywhere. So first is customer, second is innovation, and social media, and sustainability.

Customers. Why are customers important? Why do you think customers are very important to managers? Organizations depend on their customer to exist in the marketplace. Until recently, customer focus was thought to be the responsibility of marketing, but organizations are now discovering that

Employee attitudes and behaviors play a very big role in customer satisfaction. So managers are recognizing that delivering consistent, consistent, high quality customer service is essential to the survivor of the business. Okay, so they recognize that

Employees are an integral part of creating a customer responsive organization where employees are friendly, courteous, accessible, knowledgeable, prompt in responding to customer needs and willing to do what's necessary to please the customer. Managers are recognizing that delivering consistent high quality customer service is essential.

survival and success in today's competitive environment. Okay and next is why is innovation important to the manager. Innovation means doing things differently, exploring new territory and taking risk. Okay so in today's challenging environment innovation is critical and managers need to understand

what, when, where, how and why innovation can be fostered and encouraged throughout an organization. So managers need to be personally innovative to encourage their employee to be innovative. Next is importance of social media. More than a billion people use social media platform like

Facebook, Instagram, Twitter, YouTube, LinkedIn, etc. Okay, so maybe you guys all use Instagram or YouTube, something like this. And managers need to understand and manage the power of social media because employees use them for both personal and work purpose. So more and more business are turning to social media not just as to connect with customer,

but also as a way to manage their human resources and tap into their innovation and talent. But it's not without its perils. Managers need to remember that social media is a tool that needs to be managed to be beneficial. So by using social media you can share ideas, information, personal messages and other content with other people very constantly.

and it connects with customer and managing human resources. So that's very important. Social media is very important in managers job today. Okay, next is sustainability. Okay, another 21st century challenge is managing in a sustainable way. Okay, this means not just managing efficiently and effectively, but also you need to respond

strategically to environmental and societal challenges. So sustainability means a company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental and social opportunities into its business strategy. So sustainability can be defined as meeting the needs of people today.

See?

without compromising the ability of future generation to meet their own needs. So from a business perspective, sustainability refers to a company's ability to achieve business goals and increase long-term shareholder value by integrating economic, environmental and social opportunity into its business strategy. Okay, so therefore sustainability is very important issue in management today.

So in learning objective 1.6, describe the key employability skills gained from studying management that are applicable to your future career regardless of your major. Okay, so you guys can learn the skills regarding under management. So studying management can help you

develop and improve your attractiveness as an employee. So what employability skills are critical for getting and keeping a job? There are five things. First thing is critical thinking. Okay, what is critical thinking? Critical thinking is purposeful and goal-directed thinking used to define and solve problem and to make for

judgment related to a particular situation or set of circumstances. So kind of you need to have a critical thinking and logical thinking. Okay. Second is communication. What is communication? Communication is defined as effective use of oral, written, and non-verbal communication skills for multiple purpose.

Okay, so especially

effective use of oral, written and non-verbal communication skills for multiple purposes. So especially effective listening or using technology to communicate. And being able to evaluate the effectiveness of communication efforts all within diverse context. So this kind of communication skill is very very important.

And next is collaboration skill. Collaboration, what is collaboration? Collaboration is a skill in which individual can actively work together, okay, on a task. And constructing meaning and knowledge as a group through dialogue and negotiation that result in final product. reflective of their joint.

Interdependent action. So collaboration is another very important skill in management. And then next is knowledge application and analysis. It is defined as the ability to learn a concept and then apply the knowledge appropriately in another setting to achieve a higher level of understanding.

So, knowledge application and analysis. And then the last one is social responsibility. You guys need to have social responsibility. So, it includes skills related to both business ethic and corporate social responsibility. Employability skills, this kind of skills are very important.

critical for keeping a job. Okay and then so managers matter. The Gallup organization which has pulled millions of employees and tens of thousands of managers has found that the single most important variable in employee productivity and loyalty is not pay or benefits or workplace environment.

What is the most important thing? It's the relationship. It's the quality of relationship between employees and their direct supervisors. Okay. So, employee engagement. Here, what is employee engagement? When employee, if they are connected to, satisfied with, and enthusiastic about their jobs, and then their...

productivity or their loyalty and their engagement increase. Okay. Okay. So manager and employee relationship is the most important thing when they have a job. Okay. Okay. Okay. So before concluding chapter one, I will briefly cover the contents of the history of management. Okay. So let's move on to the next page to see the details of the

of management. Okay so early management you guys know that management has been practiced for a long time. Organized endeavors were directed by people responsible for planning, organizing, leading, and controlling. Okay so this This activity have existed for thousands of years.

regardless of what these individuals were called some someone had to perform those functions. Okay and as you see from this picture this is Egyptian pyramid. These Egyptian pyramids are proof that project of tremendous scope employing more than 100,000 workers for some 20 years okay and then were completed in ancient times

In the 1400 at the Arsenal in Venice, warship wall floated along the canals in a floating assembly line, with materials and rigging added at each stop. The Venezuelan also used warehouse and inventory system, as well as human resource management and accounting system. The 1800s saw the Industrial Revolution, which wrote about the birth of

It is hugely significant due to both the organizational aspect of how things were done and because management became a necessary component of the enterprise. Okay, so at the beginning of the 20th century, the discipline of management began to evolve as a unified body of knowledge. Okay, so very famous guy.

Frederick W. Taylor, known as the father of scientific management, developed a method of scientifically finding the one way, one best way to do a job in his 1911 groundbreaking book, Principles of Scientific Management. So you need to remember tailor.

Taylor scientific management. Other major contributors to scientific management were Frank and Lillian Gilbreth and Henry Gant. So okay you need to remember Taylor. Next classical approach Henry FIOR look at

organization practices by focusing on what constituted good management, an approach known as General Administrative Theory. Handifier General Administrative Theory. He focused on activities common to all managers. He stated

5 management function here and 14 principles of management and next is Max Weber, bureaucracy, an ideal rational form of organization ok so FIERS 14 principles of management let's look at it, ok? first is division of work the principle is the same as Adam Smith as you guys know division over labor

So specialization increase output by making employee more efficient. Okay. Next principle is authority. Managers must be able to give orders. So authority gives them this right. Along with authority, however, goes responsibility. Right. So whenever authority is exercised, responsibility arises.

Next is discipline. Discipline employee must obey and respect the rules that govern the organization. So, good discipline is the result of effective leadership. A clear understanding between management and workers regarding the organization's rules and the judicious use of penalties for inflection of the rules.

And next, unity of command. So every employee should receive orders from only one superior. Unity of direction. Also each group of organizational activity that have the same objective should be directed by one manager, not two or three managers. By one manager using one plan.

Next, subordinations of individual interest to the general interest. Okay, so the interest of any one employee or group of employee should not take precedence over the interest of the organization as a whole. Okay, and next is remuneration. Workers must be paid a fair wage for their services. Okay, very good thing, right?

And centralization, it refers to the degree to which subordinates are involved in decision making. So whether decision making is centralized or decentralized is a question of proper proportion. So the task is to find the optimum degree of centralization for each situation. Okay and next concept is

Scala chain is the line of authority from top management to the lowest ranks represent the Scala chain. So communication should follow the chain. However, if following the chain create delays, cross-communication can be allowed if agreed to by all parties and if superiors are kept informed. Also called the chain of command.

chain of command. And next concept is order. People and material should be in the right place at the right time. It's order and equity. Managers should be kind and fair to their subordinate. Very good concept. stability of tenure personnel.

That means high employee turnover is inefficient. Right? You guys all know. So turnover rate, high turnover rate is not good. So management should provide orderly personal planning and ensures that replacements are available to fill vacancy. Okay. And next, thirteenth is initiative. Employee who are allowed to originate and

out plans will exert high levels of effort. The last thing is Esprit de Corps. So promoting team spirit will build harmony and unity within the organization. Okay so these 14 these are 14 principles which FIHOR proposed. Okay and then next is behavioral approach

early 1700 to 1900 here Robert Owen, Hugo Monster Burke, Barry Parker Follett. They were early advocates of the organization behavior approach. Their idea served as the foundations for employee selection procedure, motivating program, work team and organization environment management technique.

Okay, and next, this other early 20th century contributor, so diversity perspective. So here, Madam CJ Walker, she invented African-American hair product and was one of the first American women to become a self-made millionaire. Okay, and next, Charles Clinton's Buds Burying.

who recognized the value of transformational leadership, employee development, diversity, corporate social responsibility, and a strong organizational culture. So he's very good person. And then Kichiro Toyoda, you guys all know Toyoda, the founder of the Toyota Motor Company, and Una

and Joseph A. Unanue turned Goya food into the largest Latino-owned food distributor in the United States. Okay. And then in 1924 to mid 1930, the Hurston study were the most important contribution to the development of organization, their behavior. So the series of experiments conducted from 1924 to early 1930.

the Western Electric Company works in Seattle, Illinois, were initially devised as a scientific management experiment to assess the impact of changes in various physical environment variables on employee productivity. Okay. So study conducted at the Horson work of the Western Electric Company. It provided new insight into individual

group behavior at work. It concluded that group pressure can significantly impact an individual productivity. So their conclusion is that group pressure can significantly impact individual productivity. Okay. Next, behavioral approaches. So from 1930 to 1950, so the human relations movement that took place between the 1930 to 1950 is important to management history because

because its supporters never wavered from their commitment to making management practice more human. They believe in the importance of employee satisfaction, so they offered suggestions like employee participation, praise, and being nice to people to increase employee satisfaction. So here you guys may be familiar with the math law.

Maslow, okay so Maslow a humanistic psychologist who's best known for his description of a hierarchy of five needs. Okay so here are one two three four five shown here so first a lower level needs is physiological okay and then safety and then social and then esteem and social.

self-actualization. Okay. Okay. So we will approach. It's an example of Maslow's hierarchical needs. And then next after 1960 to today, the field of study that researches the actions of people at work is called

organizational behavior OB we call it OB organizational behavior so OB researchers do empirical research on human behavior in organization so much of what managers do today when managing people like motivating leading building trust working with a team managing conflict and so forth has come out of OB OB research so if you're interested in this kind of motivation or leading or building trust

you need to study organizational behavior. Okay and next is 1940s there are quantitative approach so they improve they use quantitative approach to improve decision making so this approach

quantitative techniques to improve decision making Edwards Deming and Joseph M. Juran like total quality management. So this approach includes application of statistics, optimization models, information models, and computer simulation. So the quantitative approach originated during World War II. You guys know so as mathematical and statistical solution to military problems were developed for world time use.

As often happens after war time, methods that were developed during World War II to conduct military affairs were applied to private industry following the war. For example, a group of military officers, the Witch Keys, used quantitative methods to improve decision making at Ford Motor Company in the mid-1940s. Total Quality Management is a philosophy of management that is driven by

continuous improvement and response to customer needs and expectations. So we call it TQM was inspired by a small group of quality experts. Right. So the quantitative approach is also very important in management history. Okay. Contemporary approach, system approach. So most of the early approaches to management

focused on managers' concerns inside the organization. Beginning in the 1960s, management researchers began to look at what was happening in the environment outside the organization. Okay, so the system approach, the system approach view system as a set of interrelated and interdependent parts arranged in a manner

produces a unified whole. So here organization transforming process like here and there are input and output but the external environment they affect the organization. So organization function as an open system which means they are influenced by their environment

So organization, they say organization as an open system. So manager must efficiently and effectively manage all parts of the system to achieve established goal. Early management theory proposed management principles that they generally assume to be universally applicable. So

contingency approach later so if then so contingency approach like also situational approach says that organizations employee and situations are different and require different ways of managing so a good way to describe contingency is like

if okay and then then if then so if if this is the way my situation is then this is the best way for me to manage in the situation okay so one of the earliest contingency studies was done by Fred Fedler and look at what style of leadership was most effective in what situation so we're gonna cover this issue in chapter 12 leadership

So these popular contingency variables have been found to include organization size, the routinies of technology, environmental uncertainty, and individual differences. Okay. So since the 1980s, dramatic changes in information technology have directly affected the managers job. So nearly everyone in an organization is connected via technology and managers may manage employee working from home or halfway around the world.

Just like the impact of the industrial revolution in the 1700s on the emergence of management, the information age also has brought dramatic change that continue to influence the way organizations are managed.

Okay, so...