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Management

Stephen P. Robbins
Chapter

tenth edition

Mary Coulter

1

Introduction to Management and Organizations
1–1

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

Who Are Managers?
• Manager
 Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–2

Classifying Managers
• First-line Managers
 Individuals who manage the work of non-managerial employees.

• Middle Managers
 Individuals who manage the work of first-line managers.

• Top Managers
 Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–3

1 percent 57.2 percent N/A N/A N/A 2. Inc.6 percent 10. Publishing as Prentice Hall 1–4 .9 percent 36.6 percent Women in Top Manager’s Job 3.6 percent MALAYSIA…?? Copyright © 2010 Pearson Education.0 percent 4.8 percent 50.3 percent 35.Exhibit 1–1 Women in Managerial Positions Around the World Women in Management Australia Canada Germany Japan Philippines United States 41.

Women At The Top: Malaysia is 7th Worldwide 1–5 .

Exhibit 1–2 Managerial Levels Copyright © 2010 Pearson Education. Inc. Publishing as Prentice Hall 1–6 .

Publishing as Prentice Hall 1–7 .What Is Management? • Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Copyright © 2010 Pearson Education. Inc.

Inc. Publishing as Prentice Hall 1–8 .What Is Management? • Managerial Concerns  Efficiency  “Doing things right” – Getting the most output for the least inputs “Doing the right things” – Attaining organizational goals  Effectiveness  Copyright © 2010 Pearson Education.

Publishing as Prentice Hall 1–9 . Inc.Exhibit 1–3 Effectiveness and Efficiency in Management Copyright © 2010 Pearson Education.

Copyright © 2010 Pearson Education.  Roles they play. Publishing as Prentice Hall 1–10 .What Managers Do? • Three Approaches to Defining What Managers Do.  Functions they perform.  Skills they need. Inc.

Working with and through people to accomplish goals. Publishing as Prentice Hall 1–11 .What Managers Do? • Functions Manager’s Perform  Planning  Defining goals. establishing strategies to achieve goals. developing plans to integrate and coordinate activities. Copyright © 2010 Pearson Education. comparing. Arranging and structuring work to accomplish organizational goals. and correcting work.  Organizing   Leading   Controlling  Monitoring. Inc.

Publishing as Prentice Hall 1–12 . Inc.Exhibit 1–4 Management Functions Copyright © 2010 Pearson Education.

Copyright © 2010 Pearson Education.What Managers Do? • Roles Manager’s Play  Roles are specific actions or behaviors expected of a manager. and decision making. the transfer of information. Inc.  Mintzberg identified 10 roles grouped around interpersonal relationships. Publishing as Prentice Hall 1–13 .

spokesperson Entrepreneur. disseminator. resource allocator. Inc. liaison Monitor.What Managers Do? • Management Roles (Mintzberg)  Interpersonal roles  Figurehead. leader. negotiator  Informational roles   Decisional roles  Copyright © 2010 Pearson Education. disturbance handler. Publishing as Prentice Hall 1–14 .

Inc. Publishing as Prentice Hall 1–15 .What Managers Do (Mintzberg) • Actions  thoughtful thinking  practical doing Copyright © 2010 Pearson Education.

Exhibit 1. Inc. © 1980. Publishing as Prentice Hall 1–16 . Henry.. 1st Edition. pp.5 Mintzberg’s Managerial Roles • Interpersonal Roles • Figurehead • Leader • Liaison • Interpersonal Roles • Monitor • Disseminator • Spokesperson • Decisional Roles • Entrepreneur • Disturbance handler • Resource allocator • Negotiator Adapted from Mintzberg. 93–94. Copyright © 2010 Pearson Education. The Nature of Managerial Work.

What Managers Do? • Skills Managers Need  Technical skills  Knowledge and proficiency in a specific field The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization  Human skills   Conceptual skills  Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1–17 . Inc.

Inc.Exhibit 1–6 Skills Needed at Different Management Levels Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1–18 .

org). Copyright © 2010 Pearson Education. March/April 2000. Inc.Exhibit 1–7 Conceptual Skills • Ability to use information to solve business problems • Identification of opportunities for innovation • Recognition of problem areas and implementation of solutions • Selection of critical information from masses of data • Understanding of business uses of technology • Understanding of organization’s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies. October 30.ama. 2002. Publishing as Prentice Hall 1–19 . found on AMA Web site ( www.

2002. peers. spoken format • Presentation skills. Publishing as Prentice Hall Source: Based on American Management Association Survey of Managerial Skills and Competencies. found on AMA Web site ( www.ama. October 30. written and/or graphic formats Copyright © 2010 Pearson Education.Exhibit 1–7 Communication Skills • Ability to transform ideas into words and actions • Credibility among colleagues. March/April 2000. and subordinates • Listening and asking questions • Presentation skills.org). Inc. 1–20 .

Copyright © 2010 Pearson Education. March/April 2000.Exhibit 1–7 Effectiveness Skills • Contributing to corporate mission/departmental objectives • Customer focus • Multitasking: working at multiple tasks in parallel • Negotiating skills • Project management • Reviewing operations and implementing improvements Source: Based on American Management Association Survey of Managerial Skills and Competencies. found on AMA Web site ( www. 2002. Publishing as Prentice Hall 1–21 .ama.org). October 30. Inc.

org).Exhibit 1–7 Interpersonal Skills • Coaching and mentoring skills • Diversity skills: working with diverse people and cultures • Networking within the organization • Networking outside the organization • Working in teams. October 30. Copyright © 2010 Pearson Education.amanet. found on AMA Web site ( www. Publishing as Prentice Hall 1–22 . cooperation and commitment Source: Based on American Management Association Survey of Managerial Skills and Competencies. 2002. March/April 2000. Inc.

Inc. 1–23 Copyright © 2010 Pearson Education.How The Manager’s Job Is Changing • The Increasing Importance of Customers  Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. and taking risks  Managers should encourage employees to be aware of and act on opportunities for innovation.  Consistent high quality customer service is essential for survival.  • Innovation  Doing things differently. exploring new territory. Publishing as Prentice Hall .

Exhibit 1–8 Changes Impacting the Manager’s Job Copyright © 2010 Pearson Education. Inc. Publishing as Prentice Hall 1–24 .

• Common Characteristics of Organizations  Have a distinct purpose (goal)  Composed of people  Have a deliberate structure Copyright © 2010 Pearson Education. Inc.What Is An Organization? • An Organization Defined  A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Publishing as Prentice Hall 1–25 .

Inc.Exhibit 1–9 Characteristics of Organizations Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1–26 .

Why Study Management? • The Value of Studying Management  The universality of management  Good management is needed in all organizations.  Copyright © 2010 Pearson Education.  Rewards and challenges of being a manager  Management offers challenging. Publishing as Prentice Hall 1–27 . exciting and creative opportunities for meaningful and fulfilling work.  The reality of work  Employees either manage or are managed. Inc. Successful managers receive significant monetary rewards for their efforts.

Exhibit 1–10 Universal Need for Management Copyright © 2010 Pearson Education. Inc. Publishing as Prentice Hall 1–28 .

Publishing as Prentice Hall 1–29 .Exhibit 1–11 Rewards and Challenges of Being A Manager Copyright © 2010 Pearson Education. Inc.

Inc.Q and A Thank You Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1–30 .