Management tenth edition
Stephen P. Robbins Mary Coulter
Chapter Introduction to
Management
1 and
Organizations
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1–1
Learning Outcomes
Follow 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.
2. What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.
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1–2
Learning Outcomes
3. 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 manager’s
jobs.
• Explain why customer service and innovation are
important to the manager’s job.
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1–3
Learning Outcomes
4. What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
5. Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management
concept.
• Describe the rewards and challenges of being a
manager.
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1–4
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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1–5
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.
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1–6
Exhibit 1–2 Managerial Levels
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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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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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Exhibit 1–3 Effectiveness and Efficiency in
Management
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What Managers Do?
• Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.
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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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Exhibit 1–4 Management Functions
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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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What Managers Do?
• Management Roles
(Mintzberg)
Interpersonal roles
Figurehead, leader,
liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Entrepreneur, disturbance
handler, resource allocator,
negotiator
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Exhibit 1.5 Mintzberg’s Managerial Roles
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Interpersonal Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
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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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Exhibit 1–6 Skills Needed at Different
Management Levels
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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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Exhibit 1–9 Characteristics of Organizations
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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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Exhibit 1–10 Universal Need for Management
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Exhibit 1–11 Rewards and Challenges of
Being A Manager
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Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling
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