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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–1
Introduction to
Management
and
Organizations
Chapter
1
Management
Stephen P. Robbins Mary Coulter
tenth edition
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–2
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
employees.
• 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
1–3
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
1–4
Learning Outcomes
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–5
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, Inc. Publishing as Prentice Hall
1–6
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.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–7
Exhibit 1–2 Managerial Levels
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–8
What Is Management?
• Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–9
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 © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–10
Exhibit 1–3 Effectiveness and Efficiency in
Management
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–11
What Managers Do?
• Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–12
What Managers Do?
• Functions Manager’s Perform
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.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–13
Exhibit 1–4 Management Functions
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–14
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–15
What Managers Do?
• Roles Manager’s Play
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.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–16
What Managers Do?
• Management Roles
(Mintzberg)
Interpersonal roles
 Figurehead, leader, liaison
Informational roles
 Monitor, disseminator,
spokesperson
Decisional roles
 Entrepreneur, disturbance
handler, resource allocator,
negotiator
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–17
What Managers Do (Mintzberg)
• Actions
thoughtful thinking
practical doing
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–18
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Informational Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Exhibit 1.5 Mintzberg’s Managerial Roles
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–19
What Managers Do?
• 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
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–20
Exhibit 1–6 Skills Needed at Different
Management Levels
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–21
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 © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–22
Exhibit 1–8
Changes
Affecting a
Manager’s Job
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–23
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
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–24
Exhibit 1–9 Characteristics of Organizations
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–25
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 © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–26
Exhibit 1–10 Universal Need for Management
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–27
Exhibit 1–11 Rewards and Challenges of
Being A Manager
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–28
Terms to Know
• manager
• first-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

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chapter-1 management, theory and concept

  • 1. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–1 Introduction to Management and Organizations Chapter 1 Management Stephen P. Robbins Mary Coulter tenth edition
  • 2. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–2 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 employees. • Describe how to classify managers in organizations. 1.2 What Is Management? • Define management. • Explain why efficiency and effectiveness are important to management.
  • 3. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–3 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.
  • 4. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–4 Learning Outcomes 1.4 What Is An Organization? • Explain the characteristics of an organization. • Describe how today’s organizations are structured. 1.5 Why Study Management? • Discuss why it’s important to understand management. • Explain the universality of management concept. • Describe the rewards and challenges of being a manager.
  • 5. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–5 Who Are Managers? • Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
  • 6. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–6 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.
  • 7. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–7 Exhibit 1–2 Managerial Levels
  • 8. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–8 What Is Management? • Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
  • 9. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–9 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
  • 10. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–10 Exhibit 1–3 Effectiveness and Efficiency in Management
  • 11. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–11 What Managers Do? • Three Approaches to Defining What Managers Do. Functions they perform. Roles they play. Skills they need.
  • 12. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–12 What Managers Do? • Functions Manager’s Perform 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.
  • 13. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–13 Exhibit 1–4 Management Functions
  • 14. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–14
  • 15. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–15 What Managers Do? • Roles Manager’s Play 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.
  • 16. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–16 What Managers Do? • Management Roles (Mintzberg) Interpersonal roles  Figurehead, leader, liaison Informational roles  Monitor, disseminator, spokesperson Decisional roles  Entrepreneur, disturbance handler, resource allocator, negotiator
  • 17. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–17 What Managers Do (Mintzberg) • Actions thoughtful thinking practical doing
  • 18. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–18 • Interpersonal Roles • Figurehead • Leader • Liaison • Informational Roles • Monitor • Disseminator • Spokesperson • Decisional Roles • Entrepreneur • Disturbance handler • Resource allocator • Negotiator Exhibit 1.5 Mintzberg’s Managerial Roles Adapted from Mintzberg, Henry, The Nature of Managerial Work, 1st Edition, © 1980, pp. 93–94..
  • 19. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–19 What Managers Do? • 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
  • 20. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–20 Exhibit 1–6 Skills Needed at Different Management Levels
  • 21. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–21 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.
  • 22. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–22 Exhibit 1–8 Changes Affecting a Manager’s Job
  • 23. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–23 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
  • 24. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–24 Exhibit 1–9 Characteristics of Organizations
  • 25. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–25 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.
  • 26. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–26 Exhibit 1–10 Universal Need for Management
  • 27. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–27 Exhibit 1–11 Rewards and Challenges of Being A Manager
  • 28. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–28 Terms to Know • manager • first-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