Robbins MGT Chap 1

Management
Fourteenth Edition, Global Edition
Chapter 1
Managers and You in the
Workplace
Copyright © 2018,
2018 Pearson
2016, 2014
Education,
PearsonLtd.
Education,
All Rights
Inc.
Reserved
All Rights Reserved
Learning Objectives
1.1 Tell who managers are and where they work.
Know how to manage your time.
1.2 Explain why managers are important to organizations.
1.3 Describe the functions, roles, and skills of managers.
Develop your skill at being politically aware.
1.4 Describe the factors that are reshaping and redefining
the manager’s job.
1.5 Explain the value of studying management.
What is Management
• Coordinating and overseeing the

work activities of others so their
activities are completed efficiently
and effectively
Who Is a Manager?
Manager: someone who
coordinates and oversees the work
of other people so that
organizational goals can be
accomplished
Who Are Managers?
– Someone who works with and through other
people by coordinating and integrating their
work activities in order to accomplish
organizational goals.
– Are responsible for business performance and
effectiveness
– However, keep in mind that managers may
have other work duties not related to
integrating the work of others. E.g, manager
may sign agreements, negotiate with others,
monitor and design strategies.
Exhibit 1-1
Levels of Management
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified
as first-line, middle, or top.
Classifying Managers
• First-line Managers
– Are at the lowest level of management and
manage the work of non-managerial
employees.
• Middle Managers
– Manage the work of first-line managers.
• Top Managers
– Are responsible for making organization-wide
decisions and establishing plans and goals that
affect the entire organization.
Where Do Managers Work?
• Organization: a deliberate arrangement of
people to accomplish some specific
purpose.
• Your college or university is an organization;
so are government departments, your
neighborhood grocery store, transportation
companies, football team, and hospitals, all
are considered organizations and have
three common characteristics.
Exhibit 1-2
Characteristics of Organizations
Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose,
deliberate structure, and people.
Why Are Managers Important?
• Organizations need their managerial skills
and abilities now more than ever because of
complex, and chaotic times.
• Managers are critical to getting things done.
The job of a manager is to ensure that all
the employees are getting their jobs done.
• Managers do matter to organizations. The
quality of the relationship between
employees and their direct supervisors is
very important.
Efficiency and Effectiveness
• Efficiency: doing things right
– getting the most output from the least
amount of input. Managers deal with scarce
resources—including people, money, and
equipment—and want to use those
resources efficiently.
• Effectiveness: doing the right things
– attaining organizational goals.
– Whereas efficiency is concerned with the
means of getting things done, effectiveness
is concerned with the ends, or attainment of
organizational goals.
Exhibit 1-3
Efficiency and Effectiveness in Management
Exhibit 1-3 shows that whereas efficiency is concerned with the means of getting things
done, effectiveness is concerned with the ends, or attainment of organizational goals.
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
• Lending: Working with and through people to
accomplish goals
• Controlling: Monitoring, comparing, and
correcting work
Management Functions and Processes
Henri Fayol, a French industrialist from the
• .
early part of the 1900s, proposed that

managers perform five management
functions: POCCC (plan, organize,
command, coordinate, control).
• These functions still provide the basis
around which popular management
textbooks are organized, but the functions
have been condensed to four.
Exhibit 1-4
Four Functions of Management
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
Research
• Write a research between 5-10
pages about:
• The importance of Entrepreneurship
to Afghanistan. What are the barriers
to entrepreneurship in the Kabul
province?
• Should be done within 3 months.
Mintzberg’s Managerial Roles and a
Contemporary Model of Managing
• Roles: specific actions or behaviors
expected of and exhibited by a
manager
• Mintzberg identified 10 roles grouped
around interpersonal relationships, the
transfer of information, and decision-
making
Types of Roles
• Interpersonal
– Figurehead, leader, liaison
• Informational
– Monitor, disseminator, spokesperson
• Decisional
– Entrepreneur, disturbance handler, resource
allocator, negotiator
Exhibit 1-5
Mintzberg’s Managerial Roles
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
EXHIBIT 1.4: MINTZBERG’S MANAGERIAL ROLES
© Prentice Hall, 2002 1-20

Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved
Management Skills
• 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
Exhibit 1-6
Skills Needed at Different Managerial Levels
Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial
levels.
Exhibit 1-7
Important Managerial Skills
Exhibit 1-7 shows other important managerial skills.

Conceptual Skills
• Using information to solve business problems
• Identifying opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s 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.
Exhibit 1.6a
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
Exhibit 1.6b
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
Exhibit 1.6d
Management Skills and Management Function Matrix
End of the 1st Chapter

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Management

Fourteenth Edition, Global Edition

• Coordinating and overseeing the

early part of the 1900s, proposed that

© Prentice Hall, 2002 1-20

Exhibit 1-7 shows other important managerial skills.

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