Management and Organiizatiions


ninth editioninth editionn

100pxjusufkalla STEPHEN P.. ROBBIINS
© 2007 Prentiice Hallll,, IInc..
Allll riights reserved..
PowerPoiint Presentatiion by Charlliie Cook
The Uniiversiity of West Allabama
MARY COULTER
IIntroductiion to
Management and
Organiizatiions
Chapter
1

© 2007 Prentice Hall, Inc. All rights reserved. 1–2
L E A R N I N G O U T L I N L E A R N I N G O U T L I N E
Follllow tthiis Learniing Outtlliine as you read and sttudy tthiis chaptter..
Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
What IIs Management?
• Define management.
• Explain why efficiency and effectiveness are important to
management.

© 2007 Prentice Hall, Inc. All rights reserved. 1–3
L E A R N I N G O U T L I N E (conL E A R N I N G O U T L I N E (cont’d)
Follllow tthiis Learniing Outtlliine as you read and sttudy tthiis chaptter..
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 managers’ jobs.
• Explain why customer service and innovation are
important to the manager’s job.

© 2007 Prentice Hall, Inc. All rights reserved. 1–4
L E A R N I N G O U T L I N E (conL E A R N I N G O U T L I N E (cont’d)
Follllow tthiis Learniing Outtlliine as you read and sttudy tthiis chaptter..
What IIs An Organiizatiion?
• 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.

© 2007 Prentice Hall, Inc. All rights reserved. 1–5
Who Are ManagersWho Are Managers?
• Manager
Someone who coordiinattes and oversees tthe work off
otther peoplle so tthatt organiizattiionall goalls can be
accomplliished..

© 2007 Prentice Hall, Inc. All rights reserved. 1–6
Classifying ManagerClassifying Managers
• First-line Managers
IIndiiviidualls who manage tthe work off non-manageriiall
emplloyees..
• Middle Managers
IIndiiviidualls who manage tthe work off ffiirstt-lliine
managers..
• Top Managers
IIndiiviidualls who are responsiiblle ffor makiing
organiizattiion-wiide deciisiions and esttablliishiing pllans
and goalls tthatt affffectt tthe enttiire organiizattiion..

© 2007 Prentice Hall, Inc. All rights reserved. 1–8
What Is ManagementWhat Is Management?
• Managerial Concerns
Effffiiciiency
 “Doing things right”
– Getting the most output
for the least inputs
Effffecttiiveness
 “Doing the right things”
– Attaining organizational
goals

© 2007 Prentice Hall, Inc. All rights reserved. 1–10
What Do Managers DoWhat Do Managers Do?
• Functional Approach
Pllanniing
 Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organiiziing
 Arranging and structuring work to accomplish organizational
goals.
Leadiing
Working with and through people to accomplish goals.
Conttrolllliing
 Monitoring, comparing, and correcting work.

© 2007 Prentice Hall, Inc. All rights reserved. 1–12
What Do Managers Do? (conWhat Do Managers Do? (cont’’d)
• Management Roles
Approach (Mintzberg)
IIntterpersonall rolles
 Figurehead, leader, liaison
IInfformattiionall rolles
 Monitor, disseminator,
spokesperson
Deciisiionall rolles
 Disturbance handler, resource
allocator, negotiator

© 2007 Prentice Hall, Inc. All rights reserved. 1–13
What Managers Actually Do What Managers Actually Do (Miintzberg)
• Interaction
wiitth otthers
wiitth tthe organiizattiion
wiitth tthe extternall conttextt
off tthe organiizattiion
• Reflection
tthoughttffull tthiinkiing
• Action
practtiicall doiing

© 2007 Prentice Hall, Inc. All rights reserved. 1–14
What Do Managers Do? (conWhat Do Managers Do? (cont’’d)
• Skills Approach
Techniicall skiilllls
 Knowledge and proficiency in a specific field
Human skiilllls
 The ability to work well with other people
Concepttuall skiilllls
 The ability to think and conceptualize about abstract and
complex situations concerning the organization

© 2007 Prentice Hall, Inc. All rights reserved. 1–16
Exhibit Exhibit 1–6 Conceptuall Skiilllls
• 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 organization’s 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.

© 2007 Prentice Hall, Inc. All rights reserved. 1–17
Exhibit Exhibit 1–6 Communiicatiion Skiilllls
• 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
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.

© 2007 Prentice Hall, Inc. All rights reserved. 1–18
Exhibit Exhibit 1–6 Effectiiveness Skiilllls
• Contributing to corporate mission/departmental
objectives
• Customer focus
• Multitasking: working at multiple tasks in parallel
• Negotiating skills
• Project management
• Reviewing operations and implementing
improvements
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.

© 2007 Prentice Hall, Inc. All rights reserved. 1–19
Exhibit Exhibit 1–6 Effectiiveness Skiilllls (cont’’d)
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.
• Setting and maintaining performance standards
internally and externally
• Setting priorities for attention and activity
• Time management

© 2007 Prentice Hall, Inc. All rights reserved. 1–20
Exhibit Exhibit 1–6 IInterpersonall Skiilllls (cont’’d)
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.
• 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

© 2007 Prentice Hall, Inc. All rights reserved. 1–22
How The ManageHow The Manager’’s Job IIs Changiing
• The Increasing Importance of Customers
Custtomers:: tthe reason tthatt organiizattiions exiistt
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for
survival.
• Innovation
Doiing tthiings diifffferenttlly,, explloriing new tterriittory,, and
ttakiing riisks
 Managers should encourage employees to be aware of and
act on opportunities for innovation.

© 2007 Prentice Hall, Inc. All rights reserved. 1–24
What Is An OrganizationWhat Is An Organization?
• An Organization Defined
A delliiberatte arrangementt off peoplle tto accomplliish
some speciiffiic purpose (tthatt iindiiviidualls iindependenttlly
coulld nott accomplliish allone)..
• Common Characteristics of Organizations
Have a diisttiinctt purpose (goall)
Composed off peoplle
Have a delliiberatte sttructture

© 2007 Prentice Hall, Inc. All rights reserved. 1–27
Why Study ManagementWhy Study Management?
• The Value of Studying Management
The uniiversalliitty off managementt
 Good management is needed in all organizations.
The realliitty off work
 Employees either manage or are managed.
Rewards and challllenges off beiing a manager
 Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards
for their efforts.

© 2007 Prentice Hall, Inc. All rights reserved. 1–30
Terms to KnoTerms to Know
• manager
• ffiirstt-lliine managers
• miiddlle managers
• ttop managers
• managementt
• effffiiciiency
• effffecttiiveness
• pllanniing
• organiiziing
• lleadiing
• conttrolllliing
• managementt rolles
• iintterpersonall rolles
• iinfformattiionall rolles
• deciisiionall rolles
• ttechniicall skiilllls
• human skiilllls
• concepttuall skiilllls
• organiizattiion
• uniiversalliitty off
managementt

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