Chapt 1 Everest Storm.ppt

The 509 schools that have obtained AACSB accreditation in the US and Canada do not look outside of North America for further validation, such as through European or British accreditation….

11-1

Of the Of the 13,670 schools13,670 schools offering business degree programs worldwide, only 58 have Triple Accreditation offering business degree programs worldwide, only 58 have Triple Accreditation as of November 2012. This diagram shows the 55 triple-accredited schools as of November 2012. This diagram shows the 55 triple-accredited schools outside of North Americaoutside of North America. . Two triple-accredited schools are based in Canada and a further in Sheffield, UK not included in this Two triple-accredited schools are based in Canada and a further in Sheffield, UK not included in this diagram, bringing the diagram, bringing the worldwide total to 58worldwide total to 58..

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall1–2

Introduction to Introduction to Management Management and and OrganizationsOrganizations

ChapterChapter

11

Management Stephen P. Robbins Mary Coulter

Eleventh edition


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

•Managerial ConcernsManagerial Concerns EfficiencyEfficiency

““Doing things rightDoing things right””– Getting the most output for theGetting the most output for the

least inputsleast inputs

EffectivenessEffectiveness ““Doing the right thingsDoing the right things””

– Attaining organizational goalsAttaining organizational goals


Exhibit 1–3Exhibit 1–3 Effectiveness and Efficiency in Effectiveness and Efficiency in Management Management


Discussion QuestionsDiscussion Questions

• Were the 1996 Mt Everest expedition leaders concerned with efficiency and effectiveness? Consider their Resource usage? Consider their Goal attainment?

• How would you assess their management skills?


Who Are Managers?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.

They can be young or old, male or female.They can be young or old, male or female.


Exhibit 1–1 Women in Managerial Positions Around the World

Women in

Management

Arab Countries >10.0 percent

Australia 41.9 percent

Canada 36.3 percent

Germany 35.6 percent

Japan 10.1 percent

Philippines 57.8 percent

United States 50.6 percent

Women in Top

Manager’s Job

N/A

3.0 percent

4.2 percent

N/A

N/A

N/A2.6 percent


Exhibit 1–2Exhibit 1–2 Managerial LevelsManagerial Levels


Classifying ManagersClassifying Managers• First-line ManagersFirst-line Managers

Individuals who manage the work of non-managerial Individuals who manage the work of non-managerial employees.employees.

• Middle ManagersMiddle Managers Individuals who manage the work of first-line Individuals who manage the work of first-line

managers.managers.

• 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 organization.and goals that affect the entire organization.


• Who were the Who were the toptop managers of managers of Adventure Adventure ConsultantsConsultants and and Mountain MadnessMountain Madness??

• Who were the Who were the middlemiddle managers? managers?

• Who were the Who were the front-linefront-line managers? managers?

• Who were the Who were the non-managerialnon-managerial employees? employees?



What Managers Do?What Managers Do?

• Three Approaches to Defining What Managers Three Approaches to Defining What Managers Do.Do.FunctionsFunctions they perform. they perform.

RolesRoles they play.they play.

SkillsSkills they need.they need.


What Managers Do?What Managers Do?• FunctionsFunctions Manager Manager’’s Performs Perform

PlanningPlanning Defining goals, establishing strategies to achieve goals, Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities.

OrganizingOrganizing Arranging and structuring work to accomplish organizational Arranging and structuring work to accomplish organizational

goals.goals.

LeadingLeading Working with and through people to accomplish goals.Working with and through people to accomplish goals.

ControllingControlling Monitoring, comparing, and correcting work.Monitoring, comparing, and correcting work.


Exhibit 1–4Exhibit 1–4 Management FunctionsManagement Functions


Management functions on Mt. Everest:Management functions on Mt. Everest:•What planning do you think was required for the What planning do you think was required for the 1996 Everest expedition?1996 Everest expedition?

•What organizing was necessary?What organizing was necessary?

•Was leading important and how do you think it Was leading important and how do you think it may have contributed to the disaster?may have contributed to the disaster?

•Do you think they effectively monitored their Do you think they effectively monitored their results along the way?results along the way?



What Managers Do?What Managers Do?

• RolesRoles Manager’s Play Manager’s PlayRoles are specific actions or behaviors expected of a

manager.

Henry Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.


• Interpersonal Roles1. Figurehead2. Leader3. Liaison

• Informational Roles4. Monitor5. Disseminator6. Spokesperson

• Decisional Roles7. Entrepreneur8. Disturbance handler9. Resource allocator10. Negotiator

Exhibit 1.5 Mintzberg’s 10 Managerial Roles

Adapted from Mintzberg, Henry,The Nature of Managerial Work,1st Edition, © 1980, pp. 93–94..


What Managers Do? What Managers Do?

• SkillsSkills Managers Need Managers Need

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


Exhibit 1–6 Skills Needed at Different Exhibit 1–6 Skills Needed at Different Management Levels Management Levels



Manager roles and skills on Mt. Everest: Manager roles and skills on Mt. Everest:

•What interpersonal roles did you see in the film?What interpersonal roles did you see in the film?

•What informational roles were required?What informational roles were required?

•What decision making was done?What decision making was done?

•Who had the greatest conceptual skills on the Who had the greatest conceptual skills on the team?team?

•Who required the greatest technical skills?Who required the greatest technical skills?

•Who needed the ability to work well with the Who needed the ability to work well with the team and it’s clients?team and it’s clients?


The ManagerThe Manager’’s Job Is Changings 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 employees.managers and employees.

Consistent high quality customer service is essential for Consistent high quality customer service is essential for survival.survival.

• 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 innovation.act on opportunities for innovation.

Changes in Everest ExpeditionsChanges in Everest Expeditions• This Film’s producer, David Breashears, guided Dick This Film’s producer, David Breashears, guided Dick

Bass to the top of Everest in 1985… a 55 year old Bass to the top of Everest in 1985… a 55 year old business man with limited climbing experience.business man with limited climbing experience.

• ““Armchair” mountaineers were willing to pay $65,000 to Armchair” mountaineers were willing to pay $65,000 to reach the top of the world.reach the top of the world.

• Elite mountaineers started new extreme adventure tour Elite mountaineers started new extreme adventure tour businesses to meet the demand and fund their own businesses to meet the demand and fund their own expeditions.expeditions.

• Technology advances in mountaineering gear and use of Technology advances in mountaineering gear and use of oxygen made it possible for novices to climb higher and oxygen made it possible for novices to climb higher and higher. higher.


Changes in Everest ExpeditionsChanges in Everest Expeditions• Once large scale expeditions spent 6 months on the Once large scale expeditions spent 6 months on the

mountain, supporting an elite team of world class Alpine mountain, supporting an elite team of world class Alpine mountaineers to the top (Edmund Hillary - 1950).mountaineers to the top (Edmund Hillary - 1950).

• Currently, small commercial tour groups, guided by a few Currently, small commercial tour groups, guided by a few freelance lead climbers and sherpas, spend a month or freelance lead climbers and sherpas, spend a month or two together escorting clients.two together escorting clients.

Limited teamwork amongst transient team of professionalsLimited teamwork amongst transient team of professionals Leader dependence – low skilled clients – limited competence & Leader dependence – low skilled clients – limited competence &

capability of entire teamcapability of entire team Financial incentives to meet client expectations versus riskFinancial incentives to meet client expectations versus risk



What Is An Organization?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


Exhibit 1–9 Characteristics of OrganizationsExhibit 1–9 Characteristics of Organizations


Why Study Management?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 organizations.Good management is needed in all organizations.

The reality of workThe reality of work Employees either manage themselves or are managed.Employees either manage themselves 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 work.opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewards Successful managers receive significant monetary rewards for their efforts.for their efforts.


Exhibit 1–10 Universal Need for ManagementExhibit 1–10 Universal Need for Management


Exhibit 1–11 Rewards and Challenges of Exhibit 1–11 Rewards and Challenges of Being A Manager Being A Manager

The Arab manager, like any other manager, The Arab manager, like any other manager, plans, organizes, leads, plans, organizes, leads, and controlsand controls. .

Arab managers, like all other managers, Arab managers, like all other managers, tend to reflect their cultures tend to reflect their cultures and the and the contextscontexts within which they live. within which they live.

Behavior and management styles differ from one country to Behavior and management styles differ from one country to another in the Arab world.another in the Arab world.

An An ““Arab methodArab method”” of management of management has not emergedhas not emerged, due to:, due to:

Political and economic upheavals.Political and economic upheavals.

Social tension in Arab societies between the Social tension in Arab societies between the old and the newold and the new, and , and between the between the traditional and the moderntraditional and the modern..

An Arab Model of Management?An Arab Model of Management?

Exhibit 1–12 Historical Influences on Arab Management Thought

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Chapt 1 Everest Storm.ppt