Robbins Management

ninth edition
STEPHEN P. ROBBINS
MARY COULTER
Chapter
1
2007 Prentice Hall, Inc. All rights reserved.
Introduction to Management and Organizations

PowerPoint Presentation by Charlie Cook The University of West Alabama
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
Who Are Managers?

Explain how managers differ from non-managerial employees.
Describe how to classify managers in organizations.
What Is Management?
Define management. Explain why efficiency and effectiveness are important to management.
12
L E A R N I N G O U T L I N E (contd)
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
L E A R N I N G O U T L I N E (contd)
What Is An Organization?
Describe the characteristics of an organization.
Explain how the concept of an organization is changing.
Why Study Management?

Explain the universality of management concept.
Discuss why an understanding of management is important. 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 Managerial Levels
17
What Is Management?
Managerial Concerns
Efficiency
Doing things right Getting the most output for the least inputs Doing the right things Attaining organizational goals
Effectiveness
18
Exhibit 12 Effectiveness and Efficiency in Management
19
What Do Managers Do?

Functional Approach
Planning
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Arranging and structuring work to accomplish organizational goals. Working with and through people to accomplish goals.
Organizing
Leading
Controlling
Monitoring, comparing, and correcting work.
110
Exhibit 13 Management Functions
111
What Do Managers Do? (contd)

Management Roles Approach (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison Monitor, disseminator, spokesperson Disturbance handler, resource allocator, negotiator
Informational roles
Decisional roles
112
What Managers Actually Do (Mintzberg)

Interaction
with others with the organization with the external context of the organization
Reflection
thoughtful thinking
Action
practical doing
113
What Do Managers Do? (contd)

Skills Approach
Technical skills
Knowledge and proficiency in a specific field

The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization
Human skills
Conceptual skills
114
Exhibit 15 Skills Needed at Different Management Levels
115
Exhibit 16 Conceptual Skills
Using information to solve business problems Identifying of opportunities for innovation
Recognizing problem areas and implementing solutions

Selecting 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.
116
Exhibit 16 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
117
Exhibit 16 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
118
Exhibit 16 Effectiveness Skills (contd)
Setting and maintaining performance standards internally and externally
Setting priorities for attention and activity

Time management
119
Exhibit 16 Interpersonal Skills (contd)
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
120
Exhibit 17 Management Skills and Management Function Matrix
121
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.
122
Exhibit 18 Changes Impacting the Managers Job
123
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
124
Exhibit 19 Characteristics of Organizations
125
Exhibit 110 The Changing Organization
126
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.
127
Exhibit 111 Universal Need for Management
128
Exhibit 112 Rewards and Challenges of Being A Manager
129
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
130

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ninth edition

Introduction to Management and Organizations

Who Are Managers?

2007 Prentice Hall, Inc. All rights reserved.

What Do Managers Do?

2007 Prentice Hall, Inc. All rights reserved.

Why Study Management?

2007 Prentice Hall, Inc. All rights reserved.

Who Are Managers?

2007 Prentice Hall, Inc. All rights reserved.

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 11 Managerial Levels

2007 Prentice Hall, Inc. All rights reserved.

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 12 Effectiveness and Efficiency in Management

2007 Prentice Hall, Inc. All rights reserved.

What Do Managers Do?

Monitoring, comparing, and correcting work.

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 13 Management Functions

2007 Prentice Hall, Inc. All rights reserved.

What Do Managers Do? (contd)

2007 Prentice Hall, Inc. All rights reserved.

What Managers Actually Do (Mintzberg)

2007 Prentice Hall, Inc. All rights reserved.

What Do Managers Do? (contd)

Knowledge and proficiency in a specific field

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 15 Skills Needed at Different Management Levels

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 16 Conceptual Skills

Using information to solve business problems Identifying of opportunities for innovation

Recognizing problem areas and implementing solutions

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 16 Communication Skills

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 16 Effectiveness Skills

Contributing to corporate mission/departmental objectives

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 16 Effectiveness Skills (contd)

Setting and maintaining performance standards internally and externally

Setting priorities for attention and activity

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 16 Interpersonal Skills (contd)

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 17 Management Skills and Management Function Matrix

2007 Prentice Hall, Inc. All rights reserved.

How The Managers Job Is Changing

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 18 Changes Impacting the Managers Job

2007 Prentice Hall, Inc. All rights reserved.

Common Characteristics of Organizations

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 19 Characteristics of Organizations

2007 Prentice Hall, Inc. All rights reserved.

Exhibit 110 The Changing Organization

2007 Prentice Hall, Inc. All rights reserved.

Why Study Management?

Good management is needed in all organizations.