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Ch01 Introduction

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Ch01 Introduction

Uploaded by

Nabila Avika
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© © All Rights Reserved
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Download as PDF, TXT or read online on Scribd
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8th edition

Steven P. Robbins
Mary Coulter

PowerPoint Presentation by Charlie Cook


Copyright © 2005 Prentice Hall, Inc.
All rights reserved.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Who Are Managers?


• Describe who is doing managerial work in today’s
organizations.
• Define who managers are.
• Explain how manager differ from non-managerial
employees.
• Discuss how to classify managers in organizations.
What Is Management?
• Define management.
• Contrast efficiency and effectiveness.
• Explain why efficiency and effectiveness are important to
management.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–2


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 chapter.

What Do Managers Do?


• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Tell how a manager’s include reflection and action.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.
• List other important managerial skills and competencies.
• Discuss the change that are impacting managers’ jobs.
• Explain why customer service and innovation are
important to the manager’s job.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–3


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 chapter.

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 even if you don’t plan to be a manager.
• Describe the rewards and challenges of being a manager.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–4


Who Are Managers?
• Manager
 Someone who works with and through other people
by coordinating and integrating their work activities in
order to accomplish organizational goals.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–5


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.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–6


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

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–7


What Do Managers Do?
• Functional Approach
 Planning
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities
 Organizing
 Arranging work to accomplish organizational goals
 Leading
 Working with and through people to accomplish goals.
 Controlling
 Monitoring, comparing, and correcting the work

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–8


What Do Managers Do? (cont’d)
• Management Roles
Approach
 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Disturbance handler,
resource allocator, negotiator

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–9


What Do Managers Do? (cont’d)
• Skills Approach
 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

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–10


How The Manager’s 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.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–11


What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–12


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.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–13

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