Management tenth edition
Stephen P. Robbins Mary Coulter
Chapter
Introduction to
Management
1 and
Organizations
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1–1
Who Are Managers?
• Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.
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1–2
Exhibit 1–2 Managerial Levels
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1–3
Classifying Managers
• Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.
E-g CEO, President etc.
• Middle Managers
Individuals who manage the work of first-line
managers .E-g Regional Manager & Divisional
Manager etc
• First-line Managers
Individuals who manage the work of non-managerial
employees. E-g Supervisor, Department Manager.etc
1–4
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What Is Management?
• Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
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1–5
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
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1–6
Exhibit 1–3 Effectiveness and Efficiency in
Management
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1–7
What Managers Do?
• Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.
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1–8
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.
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1–9
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.
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1–10
What Managers Do?
• Management Roles (Mintzberg)
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Informational Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
Resource allocator
• Negotiator 1–11
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
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1–12
Exhibit 1–6 Skills Needed at Different
Management Levels
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1–13
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.
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1–14
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
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1–15
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.
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1–16
Assignment 1
• Using current business magazines, find 10
examples of mangers you would describe as
master managers. Write a 2-3 pages
assignment describing theses individuals as
mangers and why you feel they deserve this
title.
Deadline
Friday , 22 September
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1–17
