ninth edition

STEPHEN P. ROBBINS MARY COULTER

Chapter Introduction to
1 Management and
Organizations

MD AWAL AL KABIR
JAHANGIRNAGAR UNIVERSITY
PowerPoint Presentation by Charlie Cook
The University of West Alabama
 Important Concepts

Management

The
Organization A Manager
Management: The Classic Definition

The art of getting things done

through people.
– Mary Parker Follet
Management: A Broader Definition

The process of administering and

coordinating resources effectively,
efficiently, and in an effort to achieve
the goals of the organization.
 Management: Comprehensive Definition

Management is the process of designing &

maintaining an environment in which individuals,
working together in groups, efficiently
accomplished selected aims.

A set of activities (including planning and decision making, organizing,

leading, and controlling) directed at an organization’s resources
(human, financial, physical, and informational) with the aim of
achieving organizational goals in an efficient and effective manner.
 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

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 Effectiveness and Efficiency in Management

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

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 Managerial Levels

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 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.

1–10
Classifying Managers
 Functions of Management
 Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
 Organizing
 Arranging and structuring work to accomplish organizational
goals.
 Leading
 Working with and through people to accomplish goals.

 Controlling
 Monitoring, comparing, and correcting work.
 Management Functions

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Management Functions

Coordinate
Emphasis Placed on Each Function
 1-17

Managerial Roles

• Described by Mintzberg.
 A role is a set of specific tasks a person
performs because of the position they hold.

• There are 3 broad role categories:

1. Interpersonal
2. Informational
3. Decisional
1. Interpersonal Roles

Roles managers assume to coordinate and interact

with employees and provide direction to the
organization.

 Figurehead role: symbolizes the organization and what

it is trying to achieve.

 Leader role: train, counsel, mentor and encourage high

employee performance.

 Liaison role: link and coordinate people inside and

outside the organization to help achieve goals.
 1-19
2. Informational Roles

• Associated with the tasks needed to obtain and

transmit information for management of the
organization.
 Monitor role: analyzes information from both the
internal and external environment.
 Disseminator role: manager transmits information
to influence attitudes and behavior of employees.
 Spokesperson role: use of information to
positively influence the way people in and out of the
organization respond to it.
 1-20
3. Decisional Roles

Associated with the methods managers use to

plan strategy and utilize resources to achieve
goals.
 Entrepreneur role: deciding upon new projects or
programs to initiate and invest.
 Disturbance handler role: assume responsibility
for handling an unexpected event or crisis.
 Resource allocator role: assign resources
between functions and divisions, set budgets of
lower managers.
 Negotiator role: seeks to negotiate solutions
between other managers, unions, customers, or
shareholders.
1 - 21
MINTZBERG’S MANAGERIAL ROLES

1-22
 Management Skills

1.Technical - knowledge of and proficiency in a certain

specialized field.
2.Human - ability to work well with other people both
individually and in a group.
3.Conceptual - ability to think and to conceptualize
about abstract and complex situations
 see the organization as a whole
 understand the relationships among subunits
 visualize how the organization fits into its broader
environment
 Management Skills

Conceptual
Skills Human Relation
•Decision making planning, Skills
and organizing •Need to work well
• Understanding how
different business
together
relate •Resolving conflicts
•Forming partnerships

Technical Skills
•Abilities used to perform their job
•Training people to use a new system
Skill Type Needed by Manager Level
Skill Type Needed by Manager Level

First-line Middle Top-Level

Management Management Management

Conceptual Conceptual
Conceptual
Human
Human
Human
Technical
Technical
Technical
Management Skills and Management Function
Matrix
 How The Manager’s Job Is Changing
1. 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.
2. Innovation
 Doing things differently, exploring new territory, and
taking risks
 Managers should encourage employees to be aware of and
act on opportunities for innovation.

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 Changes Impacting
the Manager’s Job

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 What is an Organization?

An organization is a group of
individuals who work together toward
common goals.
 What is an Organization?

• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).

• Common Characteristics of Organizations

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

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 Characteristics of Organization

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 The Changing Organization

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 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.

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 Universal Need for Management

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 Rewards and Challenges of Being A Manager

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