Principle of

Management
By Ahmed Mohamed Hussein Enow
Contact Address: +252612908120/+252622908120

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Part I Introduction to Management
Chapter 1: Management and Organizations
• Why Are Managers Important?
• Who Are Managers and Where Do They Work?
• What Do Managers Do?
• How Is the Manager’s Job Changing?
• Why Study Management?

Part III: Planning

Chapter 2: Managers as Decision Makers
▪ The Decision-Making Process
▪ Managers Making Decisions
▪ Types of Decisions and Decision-Making Conditions
▪ Decision-Making Styles

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Chapter 3: Foundations of Planning
▪ The What and Why of Planning

▪ Goals and Plans

▪ Setting Goals and Developing Plans

Chapter 4: Strategic Management

▪ Strategic Management

▪ The Strategic Management Process

▪ Competitive Strategies

▪ Current Strategic Management Issues

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Part IV Organizing
Chapter 5: Basic Organizational Design
• Designing Organizational Structure

• Possibility Factors Affecting Structural Choice

• Traditional Organizational Designs

Part V Leading
Chapter 6: Understanding Individual Behavior
• Focus and Goals of Organizational Behavior

• Attitudes and Job Performance

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Chapter 7: Managers and Communication
• The Nature and Function of Communication

• Methods of Interpersonal Communication

• Effective Interpersonal Communication

• Organizational Communication

Chapter 8: Motivating Employees

• What Is Motivation?

• Early Theories of Motivation

• Contemporary Theories of Motivation

• Current Issues in Motivation

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Chapter 9: Managers as Leaders
• Who Are Leaders and What Is Leadership?

• Early Leadership Theories

• Contingency Theories of Leadership

Part VI Controlling
Chapter 10: Introduction to Controlling
• What Is Controlling and Why Is It Important?

• The Control Process

• Controlling for Organizational Performance

• Tools for Measuring Organizational Performance

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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• Explain why managers are important to
organizations
• Tell who managers are and where they work
• Describe the functions, roles, and skills of
managers
• Explain the value of studying management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Why are Managers Important?
• Organizations need their managerial skills and
abilities more than ever in these uncertain, complex
times.
• A great boss/manager can change your life, and
energizing you and your team to together overcome
new challenges bigger than any one of you could
attack alone.”
• The quality of the employee/supervisor relationship
is the most important variable in productivity and
loyalty.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Who Are Managers?
Glenn Tilton and Jeff Smisek
• Manager
– Someone who
coordinates and
oversees the work of
other people so that
organizational goals
can be accomplished.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 How are Managers different from
Nonmanagerial Employees?
Nonmanagerial Employees
➢People who work directly on a job or task and have
no responsibilities for overseeing the work of
others.
➢Example: team members, teachers or professors.
Managers:
➢Individuals in organizations who direct the
activities of others, who told others what to do
and how to do it. Example; president, supervisor,
head of department.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Classifying Managers
• First-line Managers - Individuals who manage the work of non-
managerial employees.
• Examples: team leader, supervisor, department manager, office
manager
• Middle Managers - Individuals who manage the work of first-
line managers.
• They implement the policies and plans of then top managers
above them. They are critical for organizational success
because they implement the strategic plans created by CEO
• Examples: project Manager, regional Manager or Branch
Manager.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Exhibit 1-1: Levels of Management

• Top Managers - Individuals who are responsible for

making organization-wide decisions and establishing
plans and goals that affect the entire organization.
• Top Managers need to pay a lot of attention to the
environment outside the organization, being alert for
long-run opportunities and problems and devising
strategies for dealing with them.
• Examples: president, Chief Executive Officer, Vice
President.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Exhibit 1-1: Levels of Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Where Do Managers Work?
• Organization Is a collection of people who work together
for a common goal, they try to accomplish the same
objectives.
• Common Characteristics of Organizations
– Have a different purpose (goal)
– Are composed of people
– Have a structure: top level, middle level and lower level.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 1-2: Characteristics of Organizations

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 What Do Managers Do?
• Management is the process of working with
and through others to achieve organizational
goals.
• Management involves coordinating and
overseeing the work activities of others, so
their activities are completed efficiently
(minimum Input) and effectively (Attaining
the goal).
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 What Do Managers Do?

• Efficiency • Effectiveness
– “Doing things right” – “Doing the right things”
– Getting the most output – The tasks that helps an
for the least inputs organization reach its
– The efficient use of such goals.
resources as people, – Attaining organizational
money and equipment goals (doing those work
activities that will result
in achieving goals).

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Exhibit 1-3: Efficiency and Effectiveness
in Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Management Functions(Manager’s
Work)
1) Planning - Defining goals, establishing strategies
to achieve goals, and developing plans to
integrate and coordinate activities.
2) Organizing - Arranging and structuring work to
accomplish organizational goals.
• They determine what tasks are to be done, who
is to do them, how the tasks are to be grouped,
who reports to whom, and where decisions are to
be made.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Management Functions(Manager’s
Work)
3) Leading - Working with and through people to
accomplish goals. When managers motivates
subordinates, help
✓Resolve work group conflict,
✓Influence individuals or teams as they work,
✓Select the most effective communication channel or
deal in any way with employee behavior issues, they
are leading.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Management Functions(Manager’s
Work)
4) Controlling - Monitoring, comparing, and correcting
work.
✓To ensure goal are met and work is done as it should
be, managers monitor and evaluate performance.
✓If those goals are not achieved, it is manager’s job to
get work back on track.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 1-4: Four Functions of Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Management Roles
• Roles are specific actions or
behaviors expected of a
manager.
• Henry Mintzberg(Canadian),
1973, identified 10 roles
grouped around
interpersonal relationships,
the transfer of information,
and decision making.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Management Roles
1) Interpersonal roles : Involve people (subordinates and
person outside the organization).
a) Figurehead: head of organizational unit.
b) Leader: accountable for the work and performance of
others, hiring and training, make incentives to increase
productivity.
c) Liaison: connection between organization into those
outsider by communicate internal and external
contacts.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Management Roles
2) Informational roles: involve collecting, receiving
and disseminating information
a) Monitor (seek information related to
organization),
b) disseminator (share the information to his
colleagues), and
c) spokesperson.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Management Roles
3) Decisional roles: involve using information
a) Entrepreneur: by generating new idea
and implementing it, solving problems.
b) Disturbance handler,
c) Resource allocator (resources
distributor),
d) Negotiator.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 1-5: Mintzberg’s Managerial Roles

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Skills Managers Need
1) Technical skills
➢Knowledge and proficiency in a specific field
2) Human skills
➢The ability to work well with other people
3) Conceptual skills
➢The ability to think and conceptualize about
abstract and complex situations concerning the
organization.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Exhibit 1-6: Skills Needed at Different
Managerial Levels

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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The Importance of Customers
• Customers: the reason that organizations
exist
– Managing customer relationships is the
responsibility of all managers and
employees.
– Consistent high quality customer service is
essential for survival.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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The Importance of Innovation
• Innovation
– Doing things differently, exploring new territory
(market), and taking risks.
– Managers should encourage employees to be
aware of and act on opportunities for innovation.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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The Importance of Sustainability

• Sustainability -
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 strategies.

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Why Study Management?
• Universality of Management
– The reality that management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all organizational areas
• in all organizations, regardless of location

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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 Exhibit 1-9: Universal Need for
Management

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
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