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Robbins Fom8 Inppt01 GE Version
Robbins Fom8 Inppt01 GE Version
Chapter
Learning Outcomes
Tell who managers are and where they work. Define management. Describe what managers do. Explain why its important to study management. Describe the factors that are reshaping and redefining management.
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Managers
Individuals in organizations who direct the activities of others
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Middle Managers
Manage the activities of other managers Examples: District Manager, Division Manager
First-line Managers
Direct nonmanagerial employees Examples: Supervisor, Team Leader
Copyright 2013 Pearson Education 1-8
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What Is Management?
Management is the process of getting things done effectively and efficiently, with and through people. Effectiveness
Doing the right things: the tasks that help an organization reach its goals
Efficiency
Doing things right: the efficient use of such resources as people, money, and equipment
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Organizing
Arranging and structuring work to accomplish organizational goals
Leading
Directing the work activities of others
Controlling
Monitoring, comparing, and correcting work performance
Copyright 2013 Pearson Education 1-14
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Interpersonal Skills
Used to work with, understand, and motivate individuals and groups
Technical Skills
Involve job-specific knowledge and techniques required to perform tasks
Political Skills
Used to build a power base and establish connections
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History Module
A Brief History of Managements Roots
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Early Management
Management has been practiced for thousands of years. Organized projects were directed by people responsible for planning, organizing, leading, and controlling.
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Behavioral Approaches
Early management writers included:
Robert Owen, who was concerned about deplorable working conditions Hugo Munsterberg, a pioneer the field of industrial psychology Mary Parker Follett, who recognized that organizations could be viewed from both individual and group behavior perspectives
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Quantitative Approaches
Quantitative Approach
Used quantitative techniques to improve decisionmaking. Evolved from mathematical and statistical solutions developed for military problems during World War II. W. Edwards Deming and Joseph M. Durans ideas became the basis for total quality management (TQM).
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Contemporary Approaches
Focused on managers concerns outside the organization
Organizations are open systems that are influenced by and interact with their environments. Fred Feildlers contingency approach states that organizations, employees, and situations require different managerial approaches. Dramatic changes in information technology connect nearly everyone in an organization, and managers now supervise employees remotely.
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