Management

Stephen P. Robbins Mary Coulter

Chapter Introduction to
Management
1 and
Organizations
1–1
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1. Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in
organizations.
2. What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.
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1–2
 Learning Outcomes
3. What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and
how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting manager’s
jobs.
• Explain why customer service and innovation are
important to the manager’s job.
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1–3
 Learning Outcomes
4. What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
5. Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management
concept.
• Describe the rewards and challenges of being a
manager.
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1–4
 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

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1–5
 Exhibit 1–9 Characteristics of Organizations

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1–6
 Who Are Managers?
• Manager
 Someone who coordinates and oversees the work
of other people so that organizational goals can be
accomplished.

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1–7
 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.

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1–8
 Exhibit 1–2 Managerial Levels

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1–9
 What Is
Management?
• Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

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1–10
 What Is
• Managerial Concerns
Management?
Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
Effectiveness
 “Doing the right things”
– Attaining organizational
goals

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1–11
Exhibit 1–3 Effectiveness and Efficiency in
Management

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1–12
 What Managers Do?
• Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.

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1–13
 What Managers Do?
• Functions Manager’s 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.

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1–14
 Exhibit 1–4 Management Functions

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1–15
 What Managers Do?
• Roles 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.

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1–16
 What Managers Do?
• Management Roles
(Mintzberg)
Interpersonal roles
 Figurehead, leader,
liaison
Informational roles
 Monitor, disseminator,
spokesperson
Decisional roles
 Entrepreneur, disturbance
handler, resource allocator,
negotiator
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1–17
 Exhibit 1.5 Mintzberg’s Managerial Roles
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Interpersonal Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
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1–18
 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

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 Exhibit 1–6 Skills Needed at Different
Management Levels

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1–20
 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.

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1–21
 Exhibit 1–10 Universal Need for Management

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1–22
 Exhibit 1–11 Rewards and Challenges of
Being A Manager

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1–23
 Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling
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