Ch no 1 Intro to Management and Organizations

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–1
Introduction toIntroduction to
ManagementManagement
andand
OrganizationsOrganizations
ChapterChapter
11
Management
Stephen P. Robbins Mary Coulter
tenth edition

1–2
Learning OutcomesLearning Outcomes
Follow this Learning Outline as you read and studyFollow this Learning Outline as you read and study
this chapter.this chapter.
1.1 Who Are Managers?
• Explain how managers differ from non-managerialExplain how managers differ from non-managerial
employees.employees.
• Describe how to classify managers in organizations.Describe how to classify managers in organizations.
1.2 What Is Management?
• Define management.Define management.
•• Explain why efficiency and effectiveness are importantExplain why efficiency and effectiveness are important
to management.to management.

1–3
1.3 What Do Managers Do?
• Describe the four functions of management.Describe the four functions of management.
• Explain Mintzberg’s managerial roles.Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills andDescribe Katz’s three essential managerial skills and
how the importance of these skills changeshow the importance of these skills changes
depending on managerial level.depending on managerial level.
• Discuss the changes that are impacting manager’sDiscuss the changes that are impacting manager’s
jobs.jobs.
• Explain why customer service and innovation areExplain why customer service and innovation are
important to the manager’s job.important to the manager’s job.

1–4
1.4 What Is An Organization?
• Explain the characteristics of an organization.Explain the characteristics of an organization.
• Describe how today’s organizations are structured.Describe how today’s organizations are structured.
1.5 Why Study Management?
• Discuss why it’s important to understandDiscuss why it’s important to understand
management.management.
• Explain the universality of management concept.Explain the universality of management concept.
• Describe the rewards and challenges of being aDescribe the rewards and challenges of being a
manager.manager.

1–5
Who Are Managers?Who Are Managers?
• ManagerManager
 Someone who coordinates and oversees the work ofSomeone who coordinates and oversees the work of
other people so that organizational goals can beother people so that organizational goals can be
accomplished.accomplished.

1–6
Classifying ManagersClassifying Managers
• First-line ManagersFirst-line Managers
 Individuals who manage the work of non-managerialIndividuals who manage the work of non-managerial
employees.employees.
• Middle ManagersMiddle Managers
 Individuals who manage the work of first-lineIndividuals who manage the work of first-line
managers.managers.
• Top ManagersTop Managers
 Individuals who are responsible for makingIndividuals who are responsible for making
organization-wide decisions and establishing plansorganization-wide decisions and establishing plans
and goals that affect the entire organization.and goals that affect the entire organization.

1–7
Exhibit 1–1 Women in Managerial Positions Around
the World
Women in
Management
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
3.0 percent
4.2 percent
N/A
N/A
N/A
2.6 percent

1–8
Exhibit 1–2Exhibit 1–2 Managerial LevelsManagerial Levels

1–9
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.

1–10
What Is Management?What Is Management?
• Managerial ConcernsManagerial Concerns
 EfficiencyEfficiency
 ““Doing things right”Doing things right”
– Getting the most outputGetting the most output
for the least inputsfor the least inputs
 EffectivenessEffectiveness
 ““Doing the right things”Doing the right things”
– Attaining organizationalAttaining organizational
goalsgoals

1–11
Exhibit 1–3Exhibit 1–3 Effectiveness and Efficiency inEffectiveness and Efficiency in
ManagementManagement

1–12
What Managers Do?What Managers Do?
• Three Approaches to Defining What ManagersThree Approaches to Defining What Managers
Do.Do.
 Functions they perform.Functions they perform.
 Roles they play.Roles they play.
 Skills they need.Skills they need.

1–13
• Functions Manager’s PerformFunctions Manager’s 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 organizationalArranging 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.

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Exhibit 1–4Exhibit 1–4 Management FunctionsManagement Functions

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• Roles Manager’s PlayRoles 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.

1–16
• Management RolesManagement Roles
(Mintzberg)(Mintzberg)
 Interpersonal rolesInterpersonal roles
 Figurehead, leader, liaisonFigurehead, leader, liaison
 Informational rolesInformational roles
 Monitor, disseminator,Monitor, disseminator,
spokespersonspokesperson
 Decisional rolesDecisional roles
 Entrepreneur, disturbanceEntrepreneur, disturbance
handler, resource allocator,handler, resource allocator,
negotiatornegotiator

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What Managers Do (Mintzberg)What Managers Do (Mintzberg)
• ActionsActions
 thoughtful thinkingthoughtful thinking
 practical doingpractical doing

1–18
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Informational Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Exhibit 1.5 Mintzberg’s Managerial Roles
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..

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• Skills Managers NeedSkills 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 andThe ability to think and conceptualize about abstract and
complex situations concerning the organizationcomplex situations concerning the organization

1–20
Exhibit 1–6 Skills Needed at DifferentExhibit 1–6 Skills Needed at Different
Management LevelsManagement Levels

1–21
How The Manager’s Job IsHow The Manager’s Job Is
ChangingChanging
• 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 allManaging customer relationships is the responsibility of all
managers and employees.managers and employees.
 Consistent high quality customer service is essential forConsistent high quality customer service is essential for
survival.survival.
• InnovationInnovation
 Doing things differently, exploring new territory, andDoing things differently, exploring new territory, and
taking riskstaking risks
 Managers should encourage employees to be aware of andManagers should encourage employees to be aware of and
act on opportunities for innovation.act on opportunities for innovation.

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Exhibit 1–8Exhibit 1–8
ChangesChanges
Affecting aAffecting a
Manager’s JobManager’s Job

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What Is An Organization?What Is An Organization?
• An Organization DefinedAn Organization Defined
 A deliberate arrangement of people to accomplishA deliberate arrangement of people to accomplish
some specific purpose (that individuals independentlysome 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

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

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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 or are managed.Employees either manage or are managed.
 Rewards and challenges of being a managerRewards and challenges of being a manager
 Management offers challenging, exciting and creativeManagement offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.opportunities for meaningful and fulfilling work.
 Successful managers receive significant monetary rewardsSuccessful managers receive significant monetary rewards
for their efforts.for their efforts.

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

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

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Terms to KnowTerms to Know
• managermanager
• first-line managersfirst-line managers
• middle managersmiddle managers
• top managerstop managers
• managementmanagement
• efficiencyefficiency
• effectivenesseffectiveness
• planningplanning
• organizingorganizing
• leadingleading
• controllingcontrolling
• management rolesmanagement roles
• interpersonal rolesinterpersonal roles
• informational rolesinformational roles
• decisional rolesdecisional roles
• technical skillstechnical skills
• human skillshuman skills
• conceptual skillsconceptual skills
• organizationorganization
• universality ofuniversality of
managementmanagement

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All rights reserved. No part of this publication may be reproduced,All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or bystored in a retrieval system, or transmitted, in any form or by
any means, electronic, mechanical, photocopying, recording, orany means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.otherwise, without the prior written permission of the publisher.
Printed in the United States of America.Printed in the United States of America.

Ch no 1 Intro to Management and Organizations

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