Ch1 Introduction to Managementan Organizations

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

1*Introduction to Management and OrganizationsChapter 1Management Stephen P. Robbins Mary Coulter tenth edition



1*Learning OutcomesFollow 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*Learning Outcomes 1.3 What Do Managers Do?Describe the four functions of management.Explain Mintzbergs managerial roles.Describe Katzs 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 managers job.



1*Learning Outcomes 1.4 What Is An Organization? Explain the characteristics of an organization.Describe how todays organizations are structured.1.5 Why Study Management? Discuss why its important to understand management.Explain the universality of management concept.Describe the rewards and challenges of being a manager.



1*Who Are Managers?ManagerSomeone who coordinates and oversees the work of other people so that organizational goals can be accomplished.



1*Classifying ManagersFirst-line ManagersIndividuals who manage the work of non-managerial employees.Middle ManagersIndividuals who manage the work of first-line managers.Top ManagersIndividuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.



1*Exhibit 12Managerial Levels



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



1*What Is Management?Managerial ConcernsEfficiencyDoing things rightGetting the most output for the least inputsEffectivenessDoing the right thingsAttaining organizational goals



1*Exhibit 13Effectiveness and Efficiency in Management



1*What Managers Do?Three Approaches to Defining What Managers Do.Functions they perform.Roles they play.Skills they need.



1*What Managers Do?Functions Managers PerformPlanningDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.OrganizingArranging and structuring work to accomplish organizational goals.LeadingWorking with and through people to accomplish goals.ControllingMonitoring, comparing, and correcting work.



1*Exhibit 14Management Functions



1*What Managers Do?

Roles Managers PlayRoles are specific actions or behaviors expected of a manager.Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.



1*What Managers Do? Management Roles (Mintzberg)Interpersonal rolesFigurehead, leader, liaisonInformational rolesMonitor, disseminator, spokespersonDecisional rolesEntrepreneur, disturbance handler, resource allocator, negotiator



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Interpersonal Roles Figurehead Leader LiaisonInterpersonal Roles Monitor Disseminator SpokespersonDecisional Roles Entrepreneur Disturbance handler Resource allocator Negotiator

Exhibit 1.5 Mintzbergs Managerial RolesAdapted from Mintzberg, Henry,The Nature of Managerial Work,1st Edition, 1980, pp. 9394..



1*What Managers Do?

Skills Managers Need Technical skillsKnowledge and proficiency in a specific fieldHuman skillsThe ability to work well with other peopleConceptual skillsThe ability to think and conceptualize about abstract and complex situations concerning the organization



1*Exhibit 16 Skills Needed at Different Management Levels



1*What Is An Organization?An Organization DefinedA deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure



1*Exhibit 19 Characteristics of Organizations



1*Why Study Management?The Value of Studying ManagementThe universality of managementGood management is needed in all organizations.The reality of workEmployees either manage or are managed.Rewards and challenges of being a managerManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work.Successful managers receive significant monetary rewards for their efforts.



1*Exhibit 110 Universal Need for Management



1*Exhibit 111 Rewards and Challenges of Being A Manager



1*Terms to Knowmanagerfirst-line managersmiddle managerstop managersmanagementefficiencyeffectivenessplanningorganizingleadingcontrollingmanagement rolesinterpersonal rolesinformational rolesdecisional rolestechnical skillshuman skillsconceptual skillsorganizationuniversality of management


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Ch1 Introduction to Managementan Organizations