introduction to management (management levels , skills, roles and functions)

ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.
All rights reserved.

ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Introduction to
Introduction to
Management and
Management and
Organizations
Organizations
Chapter
Chapter
1
1

Who Are Managers?
Who Are Managers?
• Manager
Manager
 Someone who coordinates and oversees the work of other people so that
Someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished.
organizational goals can be accomplished.
 What to do and how to do
What to do and how to do
 Helping others and doing personal tasks
Helping others and doing personal tasks
 Blurred distinction between employee and manager because of cross
Blurred distinction between employee and manager because of cross
functional teams
functional teams

Why managers are important?
Why managers are important?

Why
Why Are Managers Important?
Are Managers Important?
• The first reason managers are important is that organizations need their managerial
The first reason managers are important is that organizations need their managerial
skills and abilities more than ever in these uncertain, complex, and chaotic times that
skills and abilities more than ever in these uncertain, complex, and chaotic times that
they’re critical to getting things done.
they’re critical to getting things done.
• Who creates and coordinates the workplace systems and conditions so that others
Who creates and coordinates the workplace systems and conditions so that others
can perform those tasks. To ensure that all the employees are getting their jobs done
can perform those tasks. To ensure that all the employees are getting their jobs done
• Finally,
Finally, managers do matter
managers do matter to organizations! single most important variable in
to organizations! single most important variable in
employee productivity and loyalty is the relationship between employees and their
employee productivity and loyalty is the relationship between employees and their
direct supervisors.
direct supervisors.

Managerial levels
Managerial levels

Exhibit 1–1
Exhibit 1–1 Managerial Levels
Managerial Levels

Classifying Managers
• First-line Managers
First-line Managers
 Individuals who manage the work of non-managerial
Individuals who manage the work of non-managerial
employees
employees
 who typically are involved with producing the
who typically are involved with producing the
organization’s products or servicing the organization’s
organization’s products or servicing the organization’s
customers.
customers.
 First-line managers may be called supervisors or
First-line managers may be called supervisors or
even shift managers, district managers, department
even shift managers, district managers, department
managers, or office managers.
managers, or office managers.
.
.

•Middle Managers
Middle Managers
 Individuals who manage the work of first-line
Individuals who manage the work of first-line
managers and can be found between the lowest and
managers and can be found between the lowest and
top levels of the organization.
top levels of the organization.
 They may have titles such as
They may have titles such as
 regional manager,
regional manager,
 project leader,
project leader,
 store manager,
store manager,
 division manager,
division manager,

• Top Managers
Top Managers
 Individuals who are responsible for making
Individuals who are responsible for making
organization-wide decisions and establishing plans
organization-wide decisions and establishing plans
and goals that affect the entire organization.
and goals that affect the entire organization.
 These individuals typically have titles such as
These individuals typically have titles such as
 executive vice president,
executive vice president,
 president,
president,
 managing director,
managing director,
 chief operating officer,
chief operating officer,
 chief executive officer.
chief executive officer.

Where Do Managers Work?

• Organization
Organization - A deliberate arrangement of
- A deliberate arrangement of
people assembled to accomplish some specific
people assembled to accomplish some specific
purpose (that individuals independently could
purpose (that individuals independently could
not accomplish alone).
not accomplish alone).
• Common Characteristics of Organizations
Common Characteristics of Organizations
 Have a distinct purpose (goal)
Have a distinct purpose (goal)
 Are composed of people who achieve organizational
Are composed of people who achieve organizational
goals
goals
 Have a deliberate structure to perform work tasks(can
Have a deliberate structure to perform work tasks(can
be flexible e.g google or traditional e.g P&G)
be flexible e.g google or traditional e.g P&G)

What Do Managers Do?
• Management
Management involves coordinating and
involves coordinating and
overseeing the work activities of others so that
overseeing the work activities of others so that
their activities are completed efficiently and
their activities are completed efficiently and
effectively.
effectively.

What Is Management?
What Is Management?
• Managerial Concerns
Managerial Concerns
 Efficiency
Efficiency
 “
“Doing things right”
Doing things right”
 Getting the most output for the
Getting the most output for the
least inputs including resources
least inputs including resources
such as people, money, and
such as people, money, and
equipment
equipment
 they’re concerned with the
they’re concerned with the
efficient use of those resources
efficient use of those resources
 For example, decreasing the
For example, decreasing the
amount of time to manufacture
amount of time to manufacture
products, cutting inventory
products, cutting inventory
levels and lowering product
levels and lowering product
reject rates
reject rates

What Is Management?
What Is Management?
• Managerial Concerns
Managerial Concerns
 Effectiveness
Effectiveness
 “
“Doing the right things”
Doing the right things”
– doing those work activities
doing those work activities
that will help the
that will help the
organization reach its goals.
organization reach its goals.
– For instance, meeting
For instance, meeting
customers’ rigorous
customers’ rigorous
demands, executing world-
demands, executing world-
class manufacturing
class manufacturing
strategies, and making
strategies, and making
employee jobs easier and
employee jobs easier and
safer
safer

Exhibit 1–2
Exhibit 1–2 Effectiveness and Efficiency in Management
Effectiveness and Efficiency in Management

• Functional Approach
Functional Approach
 Planning
Planning
 Defining goals
Defining goals
 establishing strategies to achieve goals
establishing strategies to achieve goals
 developing plans to integrate and coordinate activities.
developing plans to integrate and coordinate activities.

Functional Approach
 Organizing
Organizing
 Arranging and structuring work to accomplish organizational
Arranging and structuring work to accomplish organizational
goals.
goals.
 When managers organize, managers determine
When managers organize, managers determine
 What tasks are to be done,
What tasks are to be done,
 Who is to do them,
Who is to do them,
 How the tasks are to be grouped,
How the tasks are to be grouped,
 Who reports to whom,
Who reports to whom,
 where decisions are to be made.
where decisions are to be made.

Functional Approach
 Leading
Leading
 Working with and through people to accomplish goals.
Working with and through people to accomplish goals.
 Managers lead when they
Managers lead when they
 motivate subordinates
motivate subordinates
 help resolve work group conflicts,
help resolve work group conflicts,
 influence individuals or teams as they work,
influence individuals or teams as they work,
 select the most effective communication channel,
select the most effective communication channel,
 or deal in any way with employee behavior issues,
or deal in any way with employee behavior issues,

Functional Approach
 Controlling
Controlling
 After planning, organizing and leading there has to be some
After planning, organizing and leading there has to be some
evaluation of whether things are going as planned.
evaluation of whether things are going as planned.
 To ensure that goals are being met and that work is being
To ensure that goals are being met and that work is being
done
done
 Managers must monitor and evaluate performance.
Managers must monitor and evaluate performance.
 This process of monitoring, comparing, and correcting is the
This process of monitoring, comparing, and correcting is the
controlling
controlling

Exhibit 1–3
Exhibit 1–3 Management Functions
Management Functions

What Do Managers Do? (cont’d)
• Management Roles Approach (Mintzberg)
Management Roles Approach (Mintzberg)
 Interpersonal roles
Interpersonal roles
 involve people and other duties that are
involve people and other duties that are
ceremonial and symbolic in nature
ceremonial and symbolic in nature
 Figurehead, leader, liaison
Figurehead, leader, liaison
 Informational roles
Informational roles
 Involve collecting, receiving, and
Involve collecting, receiving, and
disseminating information
disseminating information
 Monitor, disseminator, spokesperson
Monitor, disseminator, spokesperson
 Decisional roles
Decisional roles
 entail making decisions or choices
entail making decisions or choices
 Disturbance handler, resource allocator,
Disturbance handler, resource allocator,
negotiator
negotiator

• Skills Approach
Skills Approach
Technical skills
Technical skills
 Knowledge and proficiency in a specific field e.g.
Knowledge and proficiency in a specific field e.g.
telephone lineman
telephone lineman
Human skills
Human skills
 The ability to work well with other people e.g. how
The ability to work well with other people e.g. how
to communicate, motivate, lead, and inspire
to communicate, motivate, lead, and inspire
enthusiasm and trust.
enthusiasm and trust.

• Skills Approach
Skills Approach
.
.
Conceptual skills
Conceptual skills
 The ability to think and conceptualize about
The ability to think and conceptualize about
abstract and complex situations concerning the
abstract and complex situations concerning the
organization
organization
 Using these skills, managers see the organization
Using these skills, managers see the organization
as a whole, understand the relationships among
as a whole, understand the relationships among
various subunits, and visualize how the
various subunits, and visualize how the
organization fits into its broader environment
organization fits into its broader environment

Exhibit 1–5
Exhibit 1–5 Skills Needed at Different Management Levels
Skills Needed at Different Management Levels

Exhibit 1–7
Exhibit 1–7 Management Skills and Management Function Matrix
Management Skills and Management Function Matrix

How The Manager’s Job Is Changing
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
The Increasing Importance of Customers
 Customers: the reason that organizations exist
Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
Managing customer relationships is the responsibility of all
managers and employees.
managers and employees.
 Consistent high quality customer service is essential for
Consistent high quality customer service is essential for
survival.
survival.
• Innovation
Innovation
 Doing things differently, exploring new territory, and
Doing things differently, exploring new territory, and
taking risks
taking risks
 Managers should encourage employees to be aware of and
Managers should encourage employees to be aware of and
act on opportunities for innovation.
act on opportunities for innovation.

Exhibit 1–8
Exhibit 1–8
Changes Impacting
Changes Impacting
the Manager’s Job
the Manager’s Job

Exhibit 1–10
Exhibit 1–10 The Changing Organization
The Changing Organization

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

Exhibit 1–11
Exhibit 1–11 Universal Need for Management
Universal Need for Management

Exhibit 1–12
Exhibit 1–12 Rewards and Challenges of Being A Manager
Rewards and Challenges of Being A Manager

Terms to Know
Terms to Know
• manager
manager
• first-line managers
first-line managers
• middle managers
middle managers
• top managers
top managers
• management
management
• efficiency
efficiency
• effectiveness
effectiveness
• planning
planning
• organizing
organizing
• leading
leading
• controlling
controlling
• management roles
management roles
• interpersonal roles
interpersonal roles
• informational roles
informational roles
• decisional roles
decisional roles
• technical skills
technical skills
• human skills
human skills
• conceptual skills
conceptual skills
• organization
organization
• universality of
universality of
management
management

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