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Management: TO Management AND Organization S

This document is from the 10th edition of the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers chapter 1, which provides an introduction to management and organizations. The chapter defines what management is, what managers do, the functions and roles of managers, as well as the importance of studying management. It also discusses how organizations are structured and the universal need for effective management.

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Zorez Shabkhez
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
51 views

Management: TO Management AND Organization S

This document is from the 10th edition of the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers chapter 1, which provides an introduction to management and organizations. The chapter defines what management is, what managers do, the functions and roles of managers, as well as the importance of studying management. It also discusses how organizations are structured and the universal need for effective management.

Uploaded by

Zorez Shabkhez
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 24

Management tenth edition

Stephen P. Robbins Mary Coulter

CHAPTER
INTRODUCTION
TO
1 MANAGEMENT
AND
ORGANIZATION
COURSE INSTRUCTOR: ALEEMA SHUJA 1–1

S
LEARNING OUTCOMES
FOLLOW THIS LEARNING OUTLINE AS YOU READ
AND STUDY THIS CHAPTER.
1.1 Who are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.

1.2 What is Management?


• Define management.
• Explain why efficiency and effectiveness are important to
management. 1–2
LEARNING OUTCOMES
1.3 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.
1–3
LEARNING OUTCOMES
1.4 What is an Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.

1.5 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.

1–4
WHO ARE MANAGERS?
•MANAGER
•Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

1–5
CLASSIFYING MANAGERS
• FIRST-LINE MANAGERS
• Individuals who manage the work of non-managerial employees (Shift
managers, District managers; Department managers, or Office managers).

• MIDDLE MANAGERS
• Individuals who manage the work of first-line managers (Regional manager,
Project leader; Store manager or Division manager).

• TOP MANAGERS
• Individuals who are responsible for making organization-wide decisions and
establishing plans and goals that affect the entire organization (Executive Vice
President, President, Managing director, Chief operating officer, or Chief
executive officer).

1–6
EXHIBIT 1–2 MANAGERIAL LEVELS

1–7
WHAT IS MANAGEMENT?
• Management involves coordinating and overseeing
the work activities of others so that their activities
are completed efficiently and effectively.

1–8
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
1–9
EXHIBIT 1–3 EFFECTIVENESS AND EFFICIENCY IN
MANAGEMENT

1–10
WHAT MANAGERS DO?

• Three approaches to defining what


managers do.
• Functions they perform.
• Roles they play.
• Skills they need.

1–11
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.

1–12
EXHIBIT 1–4 MANAGEMENT FUNCTIONS

1–13
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,
Decision making.

1–14
WHAT MANAGERS DO?
• Management Roles (Mintzberg)
• Interpersonal roles
• Figurehead, leader, liaison
• Informational roles
• Monitor, disseminator,
spokesperson
• Decisional roles
• Entrepreneur, disturbance
handler, resource allocator,
negotiator 1–15
WHAT MANAGERS DO
(MINTZBERG)

• Actions
• Thoughtful thinking
• Practical doing

1–16
Exhibit 1.5 Mintzberg’s Managerial Roles

• Interpersonal roles
• Figurehead
• Leader
• Liaison
• Informational roles
• Monitor
• Disseminator
• Spokesperson
• Decisional roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator 1–17
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

1–18
EXHIBIT 1–6 SKILLS NEEDED AT DIFFERENT
MANAGEMENT LEVELS

1–19
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
1–20
EXHIBIT 1–9 CHARACTERISTICS OF
ORGANIZATIONS

1–21
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.

1–22
EXHIBIT 1–10 UNIVERSAL NEED FOR
MANAGEMENT

1–23
EXHIBIT 1–11 REWARDS AND CHALLENGES
OF
BEING A MANAGER

1–24

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