Chapter1mgmtrobbins
- 1. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–1 Introduction toIntroduction to ManagementManagement andand OrganizationsOrganizations ChapterChapter 11 Management Stephen P. Robbins Mary Coulter tenth edition
- 2. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–2 Learning OutcomesLearning Outcomes Follow this Learning Outline as you read and studyFollow this Learning Outline as you read and study this chapter.this chapter. 1.1 Who Are Managers? • Explain how managers differ from non-managerialExplain how managers differ from non-managerial employees.employees. • Describe how to classify managers in organizations.Describe how to classify managers in organizations. 1.2 What Is Management? • Define management.Define management. •• Explain why efficiency and effectiveness are importantExplain why efficiency and effectiveness are important to management.to management.
- 3. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–3 Learning OutcomesLearning Outcomes 1.3 What Do Managers Do? • Describe the four functions of management.Describe the four functions of management. • Explain Mintzberg’s managerial roles.Explain Mintzberg’s managerial roles. • Describe Katz’s three essential managerial skills andDescribe Katz’s three essential managerial skills and how the importance of these skills changeshow the importance of these skills changes depending on managerial level.depending on managerial level. • Discuss the changes that are impacting manager’sDiscuss the changes that are impacting manager’s jobs.jobs. • Explain why customer service and innovation areExplain why customer service and innovation are important to the manager’s job.important to the manager’s job.
- 4. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–4 Learning OutcomesLearning Outcomes 1.4 What Is An Organization? • Explain the characteristics of an organization.Explain the characteristics of an organization. • Describe how today’s organizations are structured.Describe how today’s organizations are structured. 1.5 Why Study Management? • Discuss why it’s important to understandDiscuss why it’s important to understand management.management. • Explain the universality of management concept.Explain the universality of management concept. • Describe the rewards and challenges of being aDescribe the rewards and challenges of being a manager.manager.
- 5. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–5 Who Are Managers?Who Are Managers? • ManagerManager Someone who coordinates and oversees the work ofSomeone who coordinates and oversees the work of other people so that organizational goals can beother people so that organizational goals can be accomplished.accomplished.
- 6. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–6 Classifying ManagersClassifying Managers • First-line ManagersFirst-line Managers Individuals who manage the work of non-managerialIndividuals who manage the work of non-managerial employees.employees. • Middle ManagersMiddle Managers Individuals who manage the work of first-lineIndividuals who manage the work of first-line managers.managers. • Top ManagersTop Managers Individuals who are responsible for makingIndividuals who are responsible for making organization-wide decisions and establishing plansorganization-wide decisions and establishing plans and goals that affect the entire organization.and goals that affect the entire organization.
- 7. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–7 Exhibit 1–2Exhibit 1–2 Managerial LevelsManagerial Levels
- 8. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–8 What Is Management?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?What Is Management? • Managerial ConcernsManagerial Concerns EfficiencyEfficiency ““Doing things right”Doing things right” – Getting the most outputGetting the most output for the least inputsfor the least inputs EffectivenessEffectiveness ““Doing the right things”Doing the right things” – Attaining organizationalAttaining organizational goalsgoals
- 10. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–10 Exhibit 1–3Exhibit 1–3 Effectiveness and Efficiency inEffectiveness and Efficiency in ManagementManagement
- 11. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–11 What Managers Do?What Managers Do? • Three Approaches to Defining What ManagersThree Approaches to Defining What Managers Do.Do. Functions they perform.Functions they perform. Roles they play.Roles they play. Skills they need.Skills they need.
- 12. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–12 What Managers Do?What Managers Do? • Functions Manager’s PerformFunctions Manager’s Perform PlanningPlanning Defining goals, establishing strategies to achieve goals,Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities. OrganizingOrganizing Arranging and structuring work to accomplish organizationalArranging and structuring work to accomplish organizational goals.goals. LeadingLeading Working with and through people to accomplish goals.Working with and through people to accomplish goals. ControllingControlling Monitoring, comparing, and correcting work.Monitoring, comparing, and correcting work.
- 13. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–13 Exhibit 1–4Exhibit 1–4 Management FunctionsManagement Functions
- 14. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–14 What Managers Do?What Managers Do? • Roles Manager’s PlayRoles 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.
- 15. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–15 What Managers Do?What Managers Do? • Management RolesManagement Roles (Mintzberg)(Mintzberg) Interpersonal rolesInterpersonal roles Figurehead, leader, liaisonFigurehead, leader, liaison Informational rolesInformational roles Monitor, disseminator,Monitor, disseminator, spokespersonspokesperson Decisional rolesDecisional roles Entrepreneur, disturbanceEntrepreneur, disturbance handler, resource allocator,handler, resource allocator, negotiatornegotiator
- 16. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–16 • Interpersonal Roles • Figurehead • Leader • Liaison • Interpersonal 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..
- 17. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–17 What Managers Do?What Managers Do? • Skills Managers NeedSkills Managers Need Technical skillsTechnical skills Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field Human skillsHuman skills The ability to work well with other peopleThe ability to work well with other people Conceptual skillsConceptual skills The ability to think and conceptualize about abstract andThe ability to think and conceptualize about abstract and complex situations concerning the organizationcomplex situations concerning the organization
- 18. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–18 Exhibit 1–6 Skills Needed at DifferentExhibit 1–6 Skills Needed at Different Management LevelsManagement Levels
- 19. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–19 What Is An Organization?What Is An Organization? • An Organization DefinedAn Organization Defined A deliberate arrangement of people to accomplishA deliberate arrangement of people to accomplish some specific purpose (that individuals independentlysome specific purpose (that individuals independently could not accomplish alone).could not accomplish alone). • Common Characteristics of OrganizationsCommon Characteristics of Organizations Have a distinct purpose (goal)Have a distinct purpose (goal) Composed of peopleComposed of people Have a deliberate structureHave a deliberate structure
- 20. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–20 Exhibit 1–9 Characteristics of OrganizationsExhibit 1–9 Characteristics of Organizations
- 21. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–21 Why Study Management?Why Study Management? • The Value of Studying ManagementThe Value of Studying Management The universality of managementThe universality of management Good management is needed in all organizations.Good management is needed in all organizations. The reality of workThe reality of work Employees either manage or are managed.Employees either manage or are managed. Rewards and challenges of being a managerRewards and challenges of being a manager Management offers challenging, exciting and creativeManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work.opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewardsSuccessful managers receive significant monetary rewards for their efforts.for their efforts.
- 22. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–22 Exhibit 1–10 Universal Need for ManagementExhibit 1–10 Universal Need for Management
- 23. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–23 Exhibit 1–11 Rewards and Challenges ofExhibit 1–11 Rewards and Challenges of Being A ManagerBeing A Manager
- 24. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–24 Terms to KnowTerms to Know • managermanager • first-line managersfirst-line managers • middle managersmiddle managers • top managerstop managers • managementmanagement • efficiencyefficiency • effectivenesseffectiveness • planningplanning • organizingorganizing • leadingleading • controllingcontrolling • management rolesmanagement roles • interpersonal rolesinterpersonal roles • informational rolesinformational roles • decisional rolesdecisional roles • technical skillstechnical skills • human skillshuman skills • conceptual skillsconceptual skills • organizationorganization • universality ofuniversality of managementmanagement