Management: Stephen P. Robbins Mary Coulter

Management
Global 14th Edition
• Stephen P. Robbins
• Mary Coulter
• Chapter 1
• Managing and You in the Workplace
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–1

LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?

Why Managers are Important?
Where do Managers work?
What are the Functions, Roles and Skills of
Managers?
Which Factors are Reshaping and Redefining
Manager’s job?
What is the value of studying Management?

Who Are Managers?
• Manager
 In the past, managers were defined as those
organizational members who told others what to do
and how to do it.
 But in today’s organizations, changing nature of work
has blurred the distinction between managerial and
non-managerial employees.
 In the Morning Star Company (the world’s largest
tomato processor), no employees are called
managers.
 All 400 full-time employees do what needs to be done
and together “manage” issues such as job
responsibilities, compensation decisions, and budget
decisions.
Defining Managers
 We may define manager as someone who
coordinates and oversees the work of other people so
organizational goals can be accomplished.
 A manager’s job is not about personal achievement –
it’s about helping others do the work.
 That may mean coordinating the work of a
departmental group, or it might mean supervising a
single person.
 It could involve coordinating the activities of a team
with people from different departments or even
people outside the organization such as temporary or
individuals who work for the organization’s suppliers.
 A manager may have a lot of other work (e.g.,
deskwork) not related to coordinating and overseeing
work of others).
Classifying Managers
• First-line Managers
 Are at the lowest level of management and manage
the work of non-managerial employees. Their titles
may be supervisors or shift managers.
• Middle Managers
 Manage the work of first-line managers. Their titles
may be regional manager, project leaders, store
manager, etc.
• Top Managers
 Are responsible for making organization-wide
decisions and establishing plans and goals that affect
the entire organization. They may include executive
vice president, president, managing director, etc.
Managerial Levels
Exhibit 1.1
Where do managers work?
 Managers work in organizations.
 What is an organization? An Organization Defined

A deliberate arrangement of people to accomplish some
specific purpose
• Common Characteristics of Organizations

 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

Characteristics of Organizations

Why are managers important?
• What can a great boss do?
 Inspire you professionally and personally
 Energize you and your coworkers to accomplish
things together that you couldn’t get done by yourself
 Provide coaching and guidance with problems
 Provide you feedback on how you’re doing
 Help you improve your performance
 Keep you informed of organizational changes
 Change your life!

• Organizations need managers:
 The first reason why managers are important is
because organizations need their managerial skills
and abilities in uncertain, complex, and chaotic times.
 Another reason why managers are important to

organizations is because they’re critical to getting
things done. For instance, Philips has thousands of
general managers who supervise the work of 113,000
employees worldwide.

 Finally, managers do matter to organizations. The
Gallup organization, which has polled millions of
employees and tens of thousands of managers, has
found that the single most important variable in
employee productivity and loyalty isn’t pay or benefits
or workplace environment – it’s the quality of
relationship between employees and their direct
supervisors.
 In addition, global consulting firm Towers Watson

found that the way a company managers and
engages its people can significantly affect its financial
performance.
What Is Management?
• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
 Effectiveness
 “Doing the right things”
– Attaining organizational
goals

Effectiveness and Efficiency in Management
Exhibit 1.2
What Do Managers Do?
• Functional Approach
 Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
 Arranging work to accomplish organizational goals.
 Leading
 Working with and through people to accomplish goals.
 Controlling
 Monitoring, comparing, and correcting the work.

Management Functions
Exhibit 1.3
What Do Managers Do? (cont’d)
• Management Roles
Approach
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Disturbance handler,
resource allocator,
negotiator, entrepreneur

What Do Managers Do? (cont’d)
• Skills Approach
 Technical skills
 Knowledge and proficiency in a specific field
 Human skills
 The ability to work well with other people
 Conceptual skills
 The ability to think and conceptualize about abstract
and complex situations concerning the organization

Skills Needed Most at Different Management
Levels
Exhibit 1.5
Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting 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 Exhibit 1.6a
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6b
Technical 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 Exhibit 1.6c
Technical Skills (cont’d)
• Setting and maintaining performance standards
internally and externally
• Setting priorities for attention and activity
• Time management
Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6c
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; cooperation and commitment
Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6d
Management Skills and Management Function Matrix
Exhibit 1.7
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.
 Consistent high quality customer service is essential for
survival.
• Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of
and act on opportunities for innovation.

• Focus on Technology
 Technology is changing how things get done
 Managers must work with employees to understand
why a new technology is an improvement over present
ways of conducting business.
 Recognize that social skills are still important despite
there is more technology in the workplace.
• Social Media
 The new frontier is social media
 Managers must understand the different forms of
electronic communication through which users create
online communities to share ideas, information,
personal messages, and other content.
• Focus on Sustainability
 Managing in a sustainable way
 Corporate responsibility must not focus only on
managing in an efficient and effective way but also on
how to respond strategically to a wide range of
environmental and societal challenges.
• Focus on Employees
 Building and recruiting talents
 Well treated employees are more likely to go the extra
mile when performing their jobs.

Changes
Impacting
the Manager’s
Job
Exhibit 1.8
The Changing Organization
Exhibit 1.10
Why Study Management?
• The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 Employees either manage or are managed.
 Rewards and challenges of being a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary
rewards for their efforts.

Universal Need for Management
Exhibit 1.11
Rewards and Challenges of Being A Manager
Exhibit 1.12

Management: Stephen P. Robbins Mary Coulter

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Management

Global 14th Edition

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–1

Who Are Managers?

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–2

 What is an organization? An Organization Defined

• Common Characteristics of Organizations

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–7

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–8

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–9

 Another reason why managers are important to

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–10

 In addition, global consulting firm Towers Watson

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–12

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–14

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–16

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–17

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–25

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–27

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–30

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