Management tenth edition Stephen P. Robbins Mary Coulter Chapter Introduction to Management and Organizations Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall uwWhat is Management? Some Leading Definitions + “The art of management has been defined, ’as knowing exactly what you want men to do, and then seeing that they do it in the best and cheapest way.” (Taylor, 1911, p. 7) “To manage is to forecast and plan, to organize, to command, to co-ordinate and to control.” (Fayol 1916, p. 5/6) “Management can be defined as the process of planning, organizing, directing, and controlling organizational resources (human, financial, physical, and informational) in the pursuit of organizational goals.” (Dunham & Pierce 1989, p. 6) Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallWhat is Management? (contd.) Some Leading Definitions + “Management can be defined as the process of achieving organizational goals through planning, organizing, leading, and controlling the human, physical, financial, and information resources of the organization in an effective and efficient manner” (Bovée et al. 1993, p. 5) “Management: Coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively” (Robbins & Coulter 2016, p. 39) “Management is a steering influence on market, production and/or resource operations in an organization and its units that may address both people and non-people issues and is exerted by multiple organizational actors through either anticipatory norm-setting (= constitutive or strategic management) or situational intervention (= operational management) with the aim of achieving the unit's objectives.” (Kaehler & Grundei, 2019, p. 22) Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallWho Are Managers? * Manager » Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall iClassifying Managers « First-line Managers » Individuals who manage the work of non-managerial employees. * Middle Managers > Individuals who manage the work of first-line managers. * Top Managers > Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 1-2 Managerial Levels ttn Nonmanagerial Employees Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallClassifying Managers >» Even though many organizations today do not have such pyramidal structures, it is imperative that organizational activities are conducted in a planned and coordinated fashion. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Is An Organization? « An Organization Defined » Adeliberate 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 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall aManagerial Concerns > Efficiency + “Doing things right” — Getting the most output => for the least inputs 4 > Effectiveness + “Doing the right things” — Attaining organizational goals Z Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall iExhibit 1-3 Effectiveness and Efficiency in Management Efficiency (Means) Effectiveness (Ends) Resource Usage | Low Waste High Attainment Management Strives for: Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness) Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do? * Three Approaches to Defining What Managers Do. » Functions they perform. » Roles they play. > Skills they need. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 114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. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 1-4 Management Functions eu | ra tury 9 Cerrar Defining goals, Determining Motivating, Monitoring establishing whatneeds leading, and __ activities strategy, and tobedone, any other to ensure developing how it will actions involved that they are plans to bedone, and in dealing with accomplished coordinate whois todo it people as planned activities Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 7: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, and decision making. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do? * Management Roles (Mintzberg) > Interpersonal roles A\ + Figurehead, leader, liaison ~ > Informational roles + Monitor, disseminator, spokesperson » Decisional roles + Entrepreneur, disturbance r handler, resource allocator, 7 negotiator SK Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall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 Adaoto from Mint2berg, Heny. Tho Nature of Managed Work, ‘st Editon, © 1980, op. 93-94 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall aa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 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 1-6 Skills Needed at Different Management Levels Top Managers (Ley dry | Skills Middle be) Managers BS Lower-level } Lt Managers cS Ha Level of Importance Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall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 © 2010 Pearson Education, Inc. Publishing as Prentice Hall isExhibit 1-8 Changes Affecting a Manager’s Job Changing Security Threats Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall ieExhibit 1-9 Characteristics of Organizations Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall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 © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-22Exhibit 1-10 Universal Need for Management AllTypes of Organizations Profit <> Not-for-Profit All Organization Levels Bottom <——> Top Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall sExhibit 1-11 Rewards and Challenges of Being A Manager Rewards Challenges * Create a work environment in which organizational members can work to the best of their ability * Have opportunities to think creatively and use imagination * Help others find meaning and fulfillment in work * Support, coach, and nurture others * Work with a variety of people * Receive recognition and status in organization and community * Play a role in influencing organizational outcomes # Receive appropriate compensation in form of salaries, bonuses, and stock options * Good managers are needed by organizations Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall * Do hard work + May have duties that are more clerical than managerial + Have to deal with a variety of personalities + Often have to make do with limited resources * Motivate workers in chaotic and uncertain situations * Successfully blend knowledge, skills, ambitions, and experiences of a diverse work group * Success depends on others’ work performance 1-26Terms to Know * manager * first-line managers + middle managers * top managers * management * efficiency * effectiveness * planning * organizing * leading * controlling Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall * management roles * interpersonal roles + informational roles * decisional roles * technical skills * human skills * conceptual skills * organization * universality of managementThis work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permit- ials from it should never be made by instructors using inying text in if this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2010 Pearson Education, Inc. Publishing a entice HallHow do you define management * Key words > projects - people — optimum environment - best output > planning — organizing — leading — group of people — bringing out the best > planning — organizing — utilizing resources — goals of the organization > being efficient yourself and making sure others are too Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall ‘earHow do you define management * Key words > process — deal with people > controlling through processes > process — control — influence — group > people — organization > process — work done — effectively planning, organizing, directing Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 4-28