Ch1 - Management and OB

Management
tenth edition
Stephen P. Robbins
Chapter
Mary Coulter
Introduction to
Management
and
Organizations
Copyright 2010 Pearson Education, Inc.

Publishing as Prentice Hall
11
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.
12
Learning Outcomes
1.3 What Do Managers Do?
Describe the four functions of management.
Explain Mintzbergs managerial roles.
Describe Katzs three essential managerial skills and
how the importance of these skills changes
depending on managerial level.
Discuss the changes that are impacting managers
jobs.
Explain why customer service and innovation are
important to the managers job.
13
Learning Outcomes
1.4 What Is An Organization?
Explain the characteristics of an organization.
Describe how todays organizations are structured.
1.5 Why Study Management?

Discuss why its important to understand
management.
Explain the universality of management concept.
Describe the rewards and challenges of being a
manager.
14
Who Are Managers?

Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

15
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.

16
Exhibit 11 Women in Managerial Positions Around

the World
Australia
Canada
Germany
Japan
Philippines
United States
Women in
Management
Women in Top
Managers Job
41.9 percent
36.3 percent
35.6 percent
10.1 percent
57.8 percent
50.6 percent
3.0 percent
4.2 percent
N/A
N/A
N/A
2.6 percent

17
Exhibit 12 Managerial Levels

18
What Is Management?
Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

19
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

110
Exhibit 13 Effectiveness and Efficiency in

Management

111
What Managers Do?

Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.

112
What Managers Do?

Functions Managers 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.

113
Exhibit 14 Management Functions

114
What Managers Do?

Roles Managers 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.

115
What Managers Do?

Management Roles
(Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Entrepreneur, disturbance
handler, resource allocator,
negotiator

116
What Managers Do (Mintzberg)

Actions
thoughtful thinking
practical doing

117
Exhibit 1.5 Mintzbergs Managerial Roles

Interpersonal Roles
Figurehead (H)
Leader (L)
Liaison (H)
Informational Roles
Monitor
Disseminator (H)
Spokesperson (H)
Decisional Roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator (H)
H= Higher-level Managers
L= Lower-level Managers
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, 1980, pp. 9394..

118
Interpersonal: This role involves human

interaction.
Informational: This role involves the sharing and
analyzing of information.
Decisional: This role involves decision making.
Monitor: Seek and receive information; scan
periodicals and reports; maintain personal
contact with stakeholders.
Disseminator: Forward information to
organization members via memos, reports, and
phone calls.
Spokesperson: Transmit information to outsiders
via reports, memos, and speeches.
119
Figurehead: Perform ceremonial and symbolic

duties, such as greeting visitors and signing
legal documents.
Leader: Direct and motivate subordinates;
counsel and communicate with subordinates.
Liaison: Maintain information links both inside
and outside organization via mail, phone calls,
and meetings.

120
Entrepreneur: Initiate improvement projects;

identify new ideas and delegate idea
responsibility to others.
Disturbance Handler: Take corrective action
during disputes or crises; resolve conflicts
among subordinates; adapt to environments.
Resource Allocator: Decide who gets resources;
prepare budgets; set schedules and determine
priorities.
Negotiator: Represent department during
negotiations of union contracts, sales,
purchases, and budgets.
121
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

122
Exhibit 16 Skills Needed at Different

Management Levels

123
Exhibit 17 Conceptual Skills
Ability to use information to solve business

problems
Identification of opportunities for innovation
Recognition of problem areas and
implementation of solutions
Selection of critical information from masses of
data
Understanding of business uses of technology
Understanding of organizations business model
Source: Based on American Management Association Survey of Managerial Skills and
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

124
Exhibit 17 Communication Skills
Ability to transform ideas into words and actions

Credibility among colleagues, peers, and
subordinates
Listening and asking questions
Presentation skills; spoken format
Presentation skills; written and/or graphic
formats


125
Exhibit 17 Effectiveness Skills
Contributing to corporate mission/departmental

objectives
Customer focus
Multitasking: working at multiple tasks in parallel
Negotiating skills
Project management
Reviewing operations and implementing
improvements

126
Exhibit 17 Interpersonal Skills
Coaching and mentoring skills

Diversity skills: working with diverse people and
cultures
Networking within the organization
Networking outside the organization
Working in teams; cooperation and commitment
Competencies, March/April 2000, found on AMA Web site (www.amanet.org), October 30, 2002.

127
How The Managers 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.

128
Exhibit 18
Changes
Impacting
the Managers
Job

129
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

130
Exhibit 19
Characteristics of Organizations

131
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.

132
Exhibit 110 Universal Need for Management

133
Exhibit 111 Rewards and Challenges of

Being A Manager

134
Final words..
The job of a manger, is to create an
environment conducive to the performance of acts by
other individuals in order to accomplish personal as
well as corporate goals. In building this environment, the
manger must first recognize what he is trying to
accomplish (the goals involved), so that he can build
an environment in which individuals will contribute
their efforts. This environment has a physical and a
conceptual aspect. In developing this environment
managers perform a composite managerial function
consisting of planning, organizing, directing, and
controlling activities-all of which are interwoven into the
whole cloth of management.
135
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

136

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Management

Copyright 2010 Pearson Education, Inc.

1.2 What Is Management?

1.5 Why Study Management?

Who Are Managers?

Copyright 2010 Pearson Education, Inc.

Copyright 2010 Pearson Education, Inc.

Exhibit 11 Women in Managerial Positions Around

Copyright 2010 Pearson Education, Inc.

Exhibit 12 Managerial Levels

Copyright 2010 Pearson Education, Inc.

Copyright 2010 Pearson Education, Inc.

Doing things right

Doing the right things

Copyright 2010 Pearson Education, Inc.

Exhibit 13 Effectiveness and Efficiency in

Copyright 2010 Pearson Education, Inc.

What Managers Do?

Copyright 2010 Pearson Education, Inc.

What Managers Do?

Defining goals, establishing strategies to achieve goals,

Arranging and structuring work to accomplish organizational

Working with and through people to accomplish goals.

Monitoring, comparing, and correcting work.

Copyright 2010 Pearson Education, Inc.

Exhibit 14 Management Functions

Copyright 2010 Pearson Education, Inc.

What Managers Do?

Copyright 2010 Pearson Education, Inc.

What Managers Do?

Figurehead, leader, liaison

Copyright 2010 Pearson Education, Inc.

What Managers Do (Mintzberg)

Copyright 2010 Pearson Education, Inc.

Exhibit 1.5 Mintzbergs Managerial Roles

Copyright 2010 Pearson Education, Inc.

Interpersonal: This role involves human

Figurehead: Perform ceremonial and symbolic

Copyright 2010 Pearson Education, Inc.

Entrepreneur: Initiate improvement projects;

What Managers Do?

Knowledge and proficiency in a specific field

The ability to work well with other people

The ability to think and conceptualize about abstract and

Copyright 2010 Pearson Education, Inc.

Exhibit 16 Skills Needed at Different

Copyright 2010 Pearson Education, Inc.

Exhibit 17 Conceptual Skills

Ability to use information to solve business

Copyright 2010 Pearson Education, Inc.

Exhibit 17 Communication Skills

Ability to transform ideas into words and actions

Source: Based on American Management Association Survey of Managerial Skills and

Copyright 2010 Pearson Education, Inc.

Exhibit 17 Effectiveness Skills

Contributing to corporate mission/departmental

Copyright 2010 Pearson Education, Inc.

Exhibit 17 Interpersonal Skills

Coaching and mentoring skills