Ch.1 Management and Organization.ppt
- 1. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-1
- 2. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-2 • Explain why managers are important to organizations • Tell who managers are and where they work • Describe the functions, roles, and skills of managers • Describe the factors that are reshaping and redefining the manager’s job • Explain the value of studying management
- 3. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-3 Why are Managers Important? • Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. • Managerial skills and abilities are critical in getting things done. • The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.
- 4. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. 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.
- 5. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-5 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.
- 6. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-6 Exhibit 1-1: Levels of Management
- 7. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-7 Where Do Managers Work? • Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). • Common Characteristics of Organizations – Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure Deliberate structure in an organization is the process of configuring structures, processes, reward systems, and people practices. This is done to create an organization
- 8. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-8 Exhibit 1-2: Characteristics of Organizations
- 9. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-9 What Do Managers Do? • Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
- 10. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-10 Effectiveness and Efficiency • Efficiency – “Doing things right” – Getting the most output for the least inputs • Effectiveness – “Doing the right things” – Attaining organizational goals
- 11. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-11 Exhibit 1-3: Efficiency and Effectiveness in Management
- 12. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-12 Management Functions • Planning - Defining goals, establishing strategies to achieve goals, and 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.
- 13. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-13 Exhibit 1-4: Four Functions of Management
- 14. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-14 Management Roles • Roles are specific actions or behaviors expected of a manager. • Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.
- 15. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-15 Management Roles • Interpersonal roles – Figurehead, leader, liaison • Informational roles – Monitor, disseminator, spokesperson • Decisional roles – Entrepreneur, disturbance handler, resource allocator, negotiator
- 16. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-16 Exhibit 1-5: Mintzberg’s Managerial Roles
- 17. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-17 Skills Managers Need • 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
- 18. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-18 Exhibit 1-6: Skills Needed at Different Managerial Levels
- 19. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-19 Exhibit 1-7: Important Managerial Skills
- 20. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-20 The 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.
- 21. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-21 The Importance of Innovation • Innovation – Doing things differently, exploring new territory, and taking risks. – Managers should encourage employees to be aware of and act on opportunities for innovation.
- 22. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-22 The Importance of Sustainability • Sustainability - a company’s ability to achieve its business goals and increase long- term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.
- 23. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-23 Exhibit 1-8: Changes Facing Managers
- 24. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-24 Why Study Management? • Universality of Management – The reality that management is needed • in all types and sizes of organizations • at all organizational levels • in all organizational areas • in all organizations, regardless of location
- 25. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-25 Exhibit 1-9: Universal Need for Management
- 26. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-26 Exhibit 1-10: Rewards and Challenges of Being a Manager
- 27. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-27 Terms to Know • management roles • interpersonal roles • informational roles • decisional roles • technical skills • human skills • conceptual skills • organization • universality of management • manager • first-line managers • middle managers • top managers • management • efficiency • effectiveness • planning • organizing • leading • controlling
- 28. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-28