Ch 1 intro to management and org (1)
Download as PPT, PDF8 likes1,333 views
The document discusses the roles and responsibilities of managers. It defines a manager as someone who works with and through other people to accomplish organizational goals. Managers are classified as first-line managers, middle managers, or top managers depending on their level in the organization. The document also outlines the functional approach to management, which includes planning, organizing, leading, and controlling work. Additionally, it discusses management roles in terms of interpersonal, informational, and decisional responsibilities. The changing role of managers is discussed in terms of increasing customer focus and encouraging innovation.
Ch 1 intro to management and org (1)
- 1. 8th edition Steven P. Robbins Mary Coulter PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.
- 2. Who Are Managers? • Manager Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–2
- 3. Classifying Managers • First-line Managers Are at the lowest level of management and manage the work of non-managerial employees. • Middle Managers Manage the work of first-line managers. • Top Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–3
- 4. 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 Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–4
- 5. 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 Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–5
- 6. 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 Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–6
- 7. Management Roles Approach (cont) Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–7
- 8. Management Roles Approach (cont) Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–8
- 9. Management Roles Approach (cont) Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–9
- 10. 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 Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–10
- 11. 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. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–11
- 12. 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 Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–12
- 13. 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. Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–13