ninth editionninth edition
STEPHEN P. ROBBINSSTEPHEN P. ROBBINS
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook
The University of West AlabamaThe University of West Alabama
MARY COULTERMARY COULTER
Introduction to
Management and
Organizations
ChapterChapter
1
© 2007 Prentice Hall, Inc. © 2007 Prentice Hall, Inc.
All rights rights reserved.
L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E
Follow this Learning Outline as you read and study this this Learning Outline as you read and study this chapter.
Who Are Managers?Who Are Managers?
•• Explain how managers differ from non-managerial Explain how managers differ from non-managerial
.
•• Describe how to classify managers in how to classify managers in organizations.
What Is Management?What Is Management?
•• Define management.
•• Explain why efficiency and effectiveness are important to Explain why efficiency and effectiveness are important to
.
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L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this this Learning Outline as you read and study this chapter.
What Do Managers Do?What Do Managers Do?
•• Describe the four functions of the four functions of management.
•• Explain Mintzberg’s managerial Mintzberg’s managerial roles.
•• Describe Katz’s three essential managerial skills and how Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on the importance of these skills changes depending on
managerial level.
•• Discuss the changes that are impacting managers’ the changes that are impacting managers’ jobs.
•• Explain why customer service and innovation are Explain why customer service and innovation are
important to the manager’s to the manager’s job.
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L E A R N I N G O U T L I N E (cont’d) L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this this Learning Outline as you read and study this chapter.
What Is An Organization?What Is An Organization?
•• Describe the characteristics of an the characteristics of an organization.
•• Explain how the concept of an organization is how the concept of an organization is changing.
Why Study Management?Why Study Management?
•• Explain the universality of management the universality of management concept.
•• Discuss why an understanding of management is Discuss why an understanding of management is
.
•• Describe the rewards and challenges of being a the rewards and challenges of being a manager.
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Who Are Managers?
• ManagerManager
Someone who coordinates and oversees the work of Someone who coordinates and oversees the work of
other people so that organizational goals can be other people so that organizational goals can be
accomplished. accomplished.
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Classifying Managers
• First-line ManagersFirst-line Managers
Individuals who manage the work of non-managerial Individuals who manage the work of non-managerial
.
• Middle ManagersMiddle Managers
Individuals who manage the work of first-line Individuals who manage the work of first-line
.
• Top ManagersTop Managers
Individuals who are responsible for making Individuals who are responsible for making
organization-wide decisions and establishing plans organization-wide decisions and establishing plans
and goals that affect the entire goals that affect the entire organization.
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Exhibit 1–1Exhibit 1–1 Managerial LevelsManagerial Levels
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What Is Management?
• Managerial ConcernsManagerial Concerns
EfficiencyEfficiency
“Doing things right”“Doing things right”
–– Getting the most output Getting the most output
for the least inputsfor the least inputs
EffectivenessEffectiveness
“Doing the right things”“Doing the right things”
–– Attaining organizational Attaining organizational
goalsgoals
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Exhibit 1–2Exhibit 1–2 Effectiveness and Efficiency in ManagementEffectiveness and Efficiency in Management
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What Do Managers Do?
• Functional ApproachFunctional Approach
PlanningPlanning
Defining goals, establishing strategies to achieve goals, Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate plans to integrate and coordinate activities.
OrganizingOrganizing
Arranging and structuring work to accomplish organizational Arranging and structuring work to accomplish organizational
.
LeadingLeading
Working with and through people to accomplish with and through people to accomplish goals.
ControllingControlling
Monitoring, comparing, and correcting , comparing, and correcting work.
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Exhibit 1–3Exhibit 1–3 Management FunctionsManagement Functions
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What Do Managers Do? (cont’d)
• Management Roles Management Roles
Approach (Mintzberg)Approach (Mintzberg)
Interpersonal rolesInterpersonal roles
Figurehead, leader, liaisonFigurehead, leader, liaison
Informational rolesInformational roles
Monitor, disseminator, Monitor, disseminator,
spokespersonspokesperson
Decisional rolesDecisional roles
Disturbance handler, resource Disturbance handler, resource
allocator, negotiatorallocator, negotiator
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What Managers Actually Do (Mintzberg)
• InteractionInteraction
with otherswith others
with the organizationwith the organization
with the external context with the external context
of the organizationof the organization
• ReflectionReflection
thoughtful thinkingthoughtful thinking
• ActionAction
practical doingpractical doing
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What Do Managers Do? (cont’d)
• Skills ApproachSkills Approach
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 and The ability to think and conceptualize about abstract and
complex situations concerning the organizationcomplex situations concerning the organization
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Exhibit 1–5Exhibit 1–5 Skills Needed at Different Management LevelsSkills Needed at Different Management Levels
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Exhibit 1–6Exhibit 1–6 Conceptual SkillsConceptual Skills
• Using information to solve business problemsUsing information to solve business problems
• Identifying of opportunities for innovationIdentifying of opportunities for innovation
• Recognizing problem areas and implementing Recognizing problem areas and implementing
solutionssolutions
• Selecting critical information from masses of Selecting critical information from masses of
datadata
• Understanding of business uses of technologyUnderstanding of business uses of technology
• Understanding of organization’s business modelUnderstanding of organization’s business model
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Exhibit 1–6Exhibit 1–6 Communication SkillsCommunication Skills
• Ability to transform ideas into words and actionsAbility to transform ideas into words and actions
• Credibility among colleagues, peers, and Credibility among colleagues, peers, and
subordinatessubordinates
• Listening and asking questionsListening and asking questions
• Presentation skills; spoken formatPresentation skills; spoken format
• Presentation skills; written and/or graphic Presentation skills; written and/or graphic
formatsformats
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Exhibit 1–6Exhibit 1–6 Effectiveness SkillsEffectiveness Skills
• Contributing to corporate mission/departmental Contributing to corporate mission/departmental
objectivesobjectives
• Customer focusCustomer focus
• Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel
• Negotiating skillsNegotiating skills
• Project managementProject management
• Reviewing operations and implementing Reviewing operations and implementing
improvementsimprovements
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Exhibit 1–6Exhibit 1–6 Effectiveness Skills (cont’d)Effectiveness Skills (cont’d)
• Setting and maintaining performance standards Setting and maintaining performance standards
internally and externallyinternally and externally
• Setting priorities for attention and activitySetting priorities for attention and activity
• Time managementTime management
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Exhibit 1–6Exhibit 1–6 Interpersonal Skills (cont’d)Interpersonal Skills (cont’d)
• Coaching and mentoring skillsCoaching and mentoring skills
• Diversity skills: working with diverse people and Diversity skills: working with diverse people and
culturescultures
• Networking within the organizationNetworking within the organization
• Networking outside the organizationNetworking outside the organization
• Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment
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Exhibit 1–7Exhibit 1–7 Management Skills and Management Function MatrixManagement Skills and Management Function Matrix
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How The Manager’s Job Is Changing
• The Increasing Importance of CustomersThe Increasing Importance of Customers
Customers: the reason that organizations existCustomers: the reason that organizations exist
Managing customer relationships is the responsibility of all Managing customer relationships is the responsibility of all
managers and and employees.
Consistent high quality customer service is essential for Consistent high quality customer service is essential for
.
• InnovationInnovation
Doing things differently, exploring new territory, and Doing things differently, exploring new territory, and
taking riskstaking risks
Managers should encourage employees to be aware of and Managers should encourage employees to be aware of and
act on opportunities for on opportunities for innovation.
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Exhibit 1–8Exhibit 1–8
Changes Impacting Changes Impacting
the Manager’s Jobthe Manager’s Job
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What Is An Organization?
• An Organization DefinedAn Organization Defined
A deliberate arrangement of people to accomplish A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently some 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
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Exhibit 1–9Exhibit 1–9 Characteristics of OrganizationsCharacteristics of Organizations
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Exhibit 1–10Exhibit 1–10 The Changing OrganizationThe Changing Organization
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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 management is needed in all organizations.
The reality of workThe reality of work
Employees either manage or are either manage or are managed.
Rewards and challenges of being a managerRewards and challenges of being a manager
Management offers challenging, exciting and creative Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling for meaningful and fulfilling work.
Successful managers receive significant monetary rewards Successful managers receive significant monetary rewards
for their their efforts.
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Exhibit 1–11Exhibit 1–11 Universal Need for ManagementUniversal Need for Management
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Exhibit 1–12Exhibit 1–12 Rewards and Challenges of Being A ManagerRewards and Challenges of Being A Manager
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Terms 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 of universality of
managementmanagement
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