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

Learning Outcomes
Follow this Learning Outline as you read and study this chapter. 1.1 Who Are Managers?
‡ Explain how managers differ from non-managerial nonemployees. ‡ Describe how to classify managers in organizations.

1.2 What Is Management?
‡ Define management. ‡ Explain why efficiency and effectiveness are important to management.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1±2

Learning Outcomes
1.3 What Do Managers Do?
‡ Describe the four functions of management. ‡ Explain Mintzberg¶s managerial roles. ‡ Describe Katz¶s three essential managerial skills and how the importance of these skills changes depending on managerial level. ‡ Discuss the changes that are impacting manager¶s jobs. ‡ Explain why customer service and innovation are important to the manager¶s job.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1±3

4 What Is An Organization? ‡ Explain the characteristics of an organization. ‡ Explain the universality of management concept.5 Why Study Management? ‡ Discuss why it¶s important to understand management. ‡ Describe the rewards and challenges of being a manager.Learning Outcomes 1. Inc. 1. ‡ Describe how today¶s organizations are structured. Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±4 .

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. Publishing as Prentice Hall 1±5 . Inc.

‡ Top Managers  Individuals who are responsible for making organizationorganization-wide decisions and establishing plans and goals that affect the entire organization.Classifying Managers ‡ First-line Managers First Individuals who manage the work of non-managerial nonemployees. Inc. Publishing as Prentice Hall 1±6 . ‡ Middle Managers  Individuals who manage the work of first-line firstmanagers. Copyright © 2010 Pearson Education.

6 percent 10.6 percent Women in Top Manager¶s Job 3.1 percent 57.0 percent 4.6 percent Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±7 .3 percent 35. Inc.2 percent N/A N/A N/A 2.9 percent 36.8 percent 50.Exhibit 1±1 Women in Managerial Positions Around the World Women in Management Australia Canada Germany Japan Philippines United States 41.

Exhibit 1±2 Managerial Levels 1± Copyright © 2010 Pearson Education. Inc. Publishing as Prentice Hall 1±8 .

Publishing as Prentice Hall 1±9 . Inc. ‡ Getting the things done through others (Stewart) Copyright © 2010 Pearson Education.What Is Management? ‡ Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

What Is Management? ‡ Managerial Concerns  Efficiency  ³Doing things right´ ± Getting the most output for the least inputs ³Doing the right things´ ± Attaining organizational goals  Effectiveness  Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±10 . Inc.

Exhibit 1±3 Effectiveness and Efficiency in 1± Management Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±11 . Inc.

 Skills they need.  Functions they perform. Copyright © 2010 Pearson Education.What Managers Do? ‡ Three Approaches to Defining What Managers Do. Publishing as Prentice Hall 1±12 . Inc.  Roles they play.

Organizing. Coordinating and Controlling POCCC Copyright © 2010 Pearson Education. Inc.What Managers Do? ‡ Functions Manager¶s Perform (Henry Fayol 1845 ± 1925)  He was French Industrialist who put forward the concept of ³Universality of Management Principles´  He proposed management performs five functions: Planning. Publishing as Prentice Hall 1±13 . Commanding.

Working with and through people to accomplish goals. Publishing as Prentice Hall 1±14 . establishing strategies to achieve goals. Arranging and structuring work to accomplish organizational goals. Inc.What Managers Do? ‡ Functions Manager¶s Perform (Henry Fayol 1845 ± 1925)  Planning  Defining goals.  Organizing   Commanding/Leading   Controlling  Copyright © 2010 Pearson Education. developing plans to integrate and coordinate activities. comparing. Monitoring. and correcting work.

Publishing as Prentice Hall 1±15 .Exhibit 1±4 Management Functions 1± Copyright © 2010 Pearson Education. Inc.

Publishing as Prentice Hall 1±16 . a management researcher.What Managers Do? Roles Manager¶s Play (Henry Mintzberg)  Henry Mintzberg.  Did a study of a relatively small sample of US corporations to see how senior managers actually spend their time. ± Interpersonal ± Informational ± Decisional Copyright © 2010 Pearson Education. Inc.  He suggested three types of managerial role.

What Managers Do? ‡ Management Roles (Mintzberg)  Interpersonal roles 1. motivating employees and reconciling individual needs) Liaison (meeting with peers. Inc. and making contacts outside the vertical chain of command) 1±17 Copyright © 2010 Pearson Education. Publishing as Prentice Hall . Figurehead Leader (hiring. 2. firing. training of staff. 3.

Spokesperson (To provide information to interested parties) 3. Disseminator (To disseminate the information to sub.ordinates) subCopyright © 2010 Pearson Education. Monitor (To monitor the environment. Access to all staff. Many external contacts) 2. Inc. Publishing as Prentice Hall 1±18 .What Managers Do? ‡ Management Roles (Mintzberg)  Informational roles 1.

Publishing as Prentice Hall 1±19 . Disturbance Handler 3. Resource Allocator 4.What Managers Do? ‡ Management Roles (Mintzberg)  Decisional Roles 1. Negotiator Copyright © 2010 Pearson Education. Entrepreneur (To initiate small scale projects to help org to react to a changed environment) 2. Inc.

What Managers Do (Mintzberg) ‡ Actions  thoughtful thinking  practical doing Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±20 . Inc.

Publishing as Prentice Hall 1±21 . 1st Edition. Copyright © 2010 Pearson Education. © 1980.5 Mintzberg¶s Managerial Roles ‡ Interpersonal Roles ‡ Figurehead ‡ Leader ‡ Liaison ‡ Informational Roles ‡ Monitor ‡ Disseminator ‡ Spokesperson ‡ Decisional Roles ‡ Entrepreneur ‡ Disturbance handler ‡ Resource allocator ‡ Negotiator Adapted from Mintzberg. Inc.Exhibit 1. The Nature of Managerial Work. 93±94.. Henry. pp.

Publishing as Prentice Hall 1±22 .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. Inc.

Publishing as Prentice Hall 1±23 . Inc.Exhibit 1±6 Skills Needed at Different 1± Management Levels Copyright © 2010 Pearson Education.

How The Manager¶s Job Is Changing ‡ The Increasing Importance of Customers  Customers: the reason that business exist Managing customer relationships is the responsibility of all managers and employees. exploring new territory. and taking risks  ³Nothing is more risky than not innovating. Publishing as Prentice Hall .´  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. 1±24 Copyright © 2010 Pearson Education. Inc.

Copyright © 2010 Pearson Education. Inc. global economic and political uncertainties. high quality service is the basis.  To achieve the competitive advantage in service oriented economy. today. and technological advancements.How The Manager¶s Job Is Changing ‡ Security Threats  corporate ethics scandals.  Managers re-discovering the importance of customerrecustomerresponsive organization organization. advancements ‡ Technology available to Managers today. Publishing as Prentice Hall 1±25 .  Face to face contact is replaced by emails/text messages.

compressed work weeks) More mobile workforces. Empowered employees Work life ± personal life balance (Job satisfaction) Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±26 . (Flextime.How Changes affecting managers jobs ‡ Changing Technology Impact: ‡ ‡ ‡ ‡ ‡ ‡ Shifting organization boundaries (restructuring. MNCs) Virtual Workplaces (Telecommunication. internet«.. M&As.) Flexible work arrangements. Inc.

Inc.How Changes affecting managers jobs ‡ Changing the Security Threats Impact: ‡ ‡ ‡ ‡ ‡ Risk Management Restructuring workplaces Discrimination concerns Globalization concerns Uncertainty over future energy sources/prices Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±27 .

How Changes affecting managers jobs ‡ Increase Emphasized on Organizational and Managerial Ethics Impact: ‡ Redefined values ‡ Redefined trust ‡ Increased accountability Copyright © 2010 Pearson Education. Inc. Publishing as Prentice Hall 1±28 .

How Changes affecting managers jobs ‡ Increased Competitiveness Impact: ‡ ‡ ‡ ‡ Customer Service Globalization Innovation Efficiency Copyright © 2010 Pearson Education. Inc. Publishing as Prentice Hall 1±29 .

Inc.Exhibit 1±8 1± Changes Affecting a Manager¶s Job Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±30 .

‡ Common Characteristics of Organizations  Have a distinct purpose (goal)  Composed of people  Have a deliberate structure Copyright © 2010 Pearson Education. Inc. which controls its own performance and which has a boundary separating it from its environment.What Is An Organization? ‡ An Organization Defined  A social arrangement which pursue collective goals. Publishing as Prentice Hall 1±31 .

Exhibit 1±9 1± Characteristics of Organizations Copyright © 2010 Pearson Education. Inc. Publishing as Prentice Hall 1±32 .

Unity of Direction 5.Remuneration 8.Scalar Chain 8.Division 2.Scalar Copyright © 2010 Pearson Education. Inc.Authority 3.Unity 5.Discipline (strength of any organization) 3.Division of work 1.Unity of Command (orders from one boss only) 4.Authority and responsibility 2. 1.Subordination of Individual Interest (avoid conflict of interest) 6.Remuneration 7.Principles of Organizations ‡ Principles of Organization suggested by Henry Fayol. Publishing as Prentice Hall 1±33 . Fayol.Subordination 7.Unity 6.Discipline 4.

exciting and creative opportunities for meaningful and fulfilling work. Publishing as Prentice Hall 1±34 .Why Study Management? ‡ The Value of Studying Management  The universality of management  Good management is needed in all organizations. Successful managers receive significant monetary rewards for their efforts.  The reality of work  Employees either manage or are managed.  Copyright © 2010 Pearson Education.  Rewards and challenges of being a manager  Management offers challenging. Inc.

Inc. Publishing as Prentice Hall 1±35 .Exhibit 1±10 Universal Need for Management 1± Copyright © 2010 Pearson Education.

Inc. Publishing as Prentice Hall 1±36 .Exhibit 1±11 Rewards and Challenges of 1± Being A Manager Copyright © 2010 Pearson Education.

Inc.Terms to Know ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ manager firstfirst-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management Copyright © 2010 Pearson Education. Publishing as Prentice Hall 1±37 .

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