ninth editionSTEPHEN P. ROBBINSPowerPoint Presentation by Charlie CookThe University of West AlabamaMARY COULTER© 2007 Pre...
© 2007 Prentice Hall, Inc. All rights reserved. 1–2L E A R N I N G O U T L I N EFollow this Learning Outline as you read a...
© 2007 Prentice Hall, Inc. All rights reserved. 1–3L E A R N I N G O U T L I N E (cont’d)Follow this Learning Outline as y...
© 2007 Prentice Hall, Inc. All rights reserved. 1–4L E A R N I N G O U T L I N E (cont’d)Follow this Learning Outline as y...
© 2007 Prentice Hall, Inc. All rights reserved. 1–5Who Are Managers?• ManagerSomeone who coordinates and oversees the wor...
© 2007 Prentice Hall, Inc. All rights reserved. 1–6Classifying Managers• First-line ManagersIndividuals who manage the wo...
© 2007 Prentice Hall, Inc. All rights reserved. 1–7Exhibit 1–1 Managerial Levels
© 2007 Prentice Hall, Inc. All rights reserved. 1–8What Is Management?• Managerial ConcernsEfficiency “Doing things righ...
© 2007 Prentice Hall, Inc. All rights reserved. 1–9Exhibit 1–2 Effectiveness and Efficiency in Management
© 2007 Prentice Hall, Inc. All rights reserved. 1–10What Do Managers Do?• Functional ApproachPlanning Defining goals, es...
© 2007 Prentice Hall, Inc. All rights reserved. 1–11Exhibit 1–3 Management Functions
© 2007 Prentice Hall, Inc. All rights reserved. 1–12What Do Managers Do? (cont’d)• Management RolesApproach (Mintzberg)In...
© 2007 Prentice Hall, Inc. All rights reserved. 1–13What Managers Actually Do (Mintzberg)• Interactionwith otherswith th...
© 2007 Prentice Hall, Inc. All rights reserved. 1–14What Do Managers Do? (cont’d)• Skills ApproachTechnical skills Knowl...
© 2007 Prentice Hall, Inc. All rights reserved. 1–15Exhibit 1–5 Skills Needed at Different Management Levels
© 2007 Prentice Hall, Inc. All rights reserved. 1–16Exhibit 1–6 Conceptual Skills• Using information to solve business pro...
© 2007 Prentice Hall, Inc. All rights reserved. 1–17Exhibit 1–6 Communication Skills• Ability to transform ideas into word...
© 2007 Prentice Hall, Inc. All rights reserved. 1–18Exhibit 1–6 Effectiveness Skills• Contributing to corporate mission/de...
© 2007 Prentice Hall, Inc. All rights reserved. 1–19Exhibit 1–6 Effectiveness Skills (cont’d)Source: Based on American Man...
© 2007 Prentice Hall, Inc. All rights reserved. 1–20Exhibit 1–6 Interpersonal Skills (cont’d)Source: Based on American Man...
© 2007 Prentice Hall, Inc. All rights reserved. 1–21Exhibit 1–7 Management Skills and Management Function Matrix
© 2007 Prentice Hall, Inc. All rights reserved. 1–22How The Manager’s Job Is Changing• The Increasing Importance of Custom...
© 2007 Prentice Hall, Inc. All rights reserved. 1–23Exhibit 1–8Changes Impactingthe Manager’s Job
© 2007 Prentice Hall, Inc. All rights reserved. 1–24What Is An Organization?• An Organization DefinedA deliberate arrange...
© 2007 Prentice Hall, Inc. All rights reserved. 1–25Exhibit 1–9 Characteristics of Organizations
© 2007 Prentice Hall, Inc. All rights reserved. 1–26Exhibit 1–10 The Changing Organization
© 2007 Prentice Hall, Inc. All rights reserved. 1–27Why Study Management?• The Value of Studying ManagementThe universali...
© 2007 Prentice Hall, Inc. All rights reserved. 1–28Exhibit 1–11 Universal Need for Management
© 2007 Prentice Hall, Inc. All rights reserved. 1–29Exhibit 1–12 Rewards and Challenges of Being A Manager
© 2007 Prentice Hall, Inc. All rights reserved. 1–30Terms to Know• manager• first-line managers• middle managers• top mana...
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Introduction to Managment

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Introduction to Managment

  1. 1. ninth editionSTEPHEN P. ROBBINSPowerPoint Presentation by Charlie CookThe University of West AlabamaMARY COULTER© 2007 Prentice Hall, Inc.All rights reserved.Introduction toManagement andOrganizationsChapter1
  2. 2. © 2007 Prentice Hall, Inc. All rights reserved. 1–2L E A R N I N G O U T L I N EFollow this Learning Outline as you read and study this chapter.Who Are Managers?• Explain how managers differ from non-managerialemployees.• Describe how to classify managers in organizations.What Is Management?• Define management.• Explain why efficiency and effectiveness are important tomanagement.
  3. 3. © 2007 Prentice Hall, Inc. All rights reserved. 1–3L E A R N I N G O U T L I N E (cont’d)Follow this Learning Outline as you read and study this chapter.What Do Managers Do?• Describe the four functions of management.• Explain Mintzberg’s managerial roles.• Describe Katz’s three essential managerial skills and howthe importance of these skills changes depending onmanagerial level.• Discuss the changes that are impacting managers’ jobs.• Explain why customer service and innovation areimportant to the manager’s job.
  4. 4. © 2007 Prentice Hall, Inc. All rights reserved. 1–4L E A R N I N G O U T L I N E (cont’d)Follow this Learning Outline as you read and study this chapter.What Is An Organization?• Describe the characteristics of an organization.• Explain how the concept of an organization is changing.Why Study Management?• Explain the universality of management concept.• Discuss why an understanding of management isimportant.• Describe the rewards and challenges of being a manager.
  5. 5. © 2007 Prentice Hall, Inc. All rights reserved. 1–5Who Are Managers?• ManagerSomeone who coordinates and oversees the work ofother people so that organizational goals can beaccomplished.
  6. 6. © 2007 Prentice Hall, Inc. All rights reserved. 1–6Classifying Managers• First-line ManagersIndividuals who manage the work of non-managerialemployees.• Middle ManagersIndividuals who manage the work of first-linemanagers.• Top ManagersIndividuals who are responsible for makingorganization-wide decisions and establishing plansand goals that affect the entire organization.
  7. 7. © 2007 Prentice Hall, Inc. All rights reserved. 1–7Exhibit 1–1 Managerial Levels
  8. 8. © 2007 Prentice Hall, Inc. All rights reserved. 1–8What Is Management?• Managerial ConcernsEfficiency “Doing things right”– Getting the most outputfor the least inputsEffectiveness “Doing the right things”– Attaining organizationalgoals
  9. 9. © 2007 Prentice Hall, Inc. All rights reserved. 1–9Exhibit 1–2 Effectiveness and Efficiency in Management
  10. 10. © 2007 Prentice Hall, Inc. All rights reserved. 1–10What Do Managers Do?• Functional ApproachPlanning Defining goals, establishing strategies to achieve goals,developing plans to integrate and coordinate activities.Organizing Arranging and structuring work to accomplish organizationalgoals.Leading Working with and through people to accomplish goals.Controlling Monitoring, comparing, and correcting work.
  11. 11. © 2007 Prentice Hall, Inc. All rights reserved. 1–11Exhibit 1–3 Management Functions
  12. 12. © 2007 Prentice Hall, Inc. All rights reserved. 1–12What Do Managers Do? (cont’d)• Management RolesApproach (Mintzberg)Interpersonal roles Figurehead, leader, liaisonInformational roles Monitor, disseminator, spokespersonDecisional roles Disturbance handler, resourceallocator, negotiator
  13. 13. © 2007 Prentice Hall, Inc. All rights reserved. 1–13What Managers Actually Do (Mintzberg)• Interactionwith otherswith the organizationwith the external contextof the organization• Reflectionthoughtful thinking• Actionpractical doing
  14. 14. © 2007 Prentice Hall, Inc. All rights reserved. 1–14What Do Managers Do? (cont’d)• Skills Approach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 andcomplex situations concerning the organization
  15. 15. © 2007 Prentice Hall, Inc. All rights reserved. 1–15Exhibit 1–5 Skills Needed at Different Management Levels
  16. 16. © 2007 Prentice Hall, Inc. All rights reserved. 1–16Exhibit 1–6 Conceptual Skills• Using information to solve business problems• Identifying of opportunities for innovation• Recognizing problem areas and implementingsolutions• Selecting critical information from masses ofdata• Understanding of business uses of technology• Understanding of organization’s business modelSource: Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
  17. 17. © 2007 Prentice Hall, Inc. All rights reserved. 1–17Exhibit 1–6 Communication Skills• Ability to transform ideas into words and actions• Credibility among colleagues, peers, andsubordinates• Listening and asking questions• Presentation skills; spoken format• Presentation skills; written and/or graphicformatsSource: Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
  18. 18. © 2007 Prentice Hall, Inc. All rights reserved. 1–18Exhibit 1–6 Effectiveness Skills• Contributing to corporate mission/departmentalobjectives• Customer focus• Multitasking: working at multiple tasks in parallel• Negotiating skills• Project management• Reviewing operations and implementingimprovementsSource: Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
  19. 19. © 2007 Prentice Hall, Inc. All rights reserved. 1–19Exhibit 1–6 Effectiveness Skills (cont’d)Source: Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.• Setting and maintaining performance standardsinternally and externally• Setting priorities for attention and activity• Time management
  20. 20. © 2007 Prentice Hall, Inc. All rights reserved. 1–20Exhibit 1–6 Interpersonal Skills (cont’d)Source: Based on American Management Association Survey of Managerial Skills andCompetencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.• Coaching and mentoring skills• Diversity skills: working with diverse people andcultures• Networking within the organization• Networking outside the organization• Working in teams; cooperation and commitment
  21. 21. © 2007 Prentice Hall, Inc. All rights reserved. 1–21Exhibit 1–7 Management Skills and Management Function Matrix
  22. 22. © 2007 Prentice Hall, Inc. All rights reserved. 1–22How The Manager’s Job Is Changing• The Increasing Importance of CustomersCustomers: the reason that organizations exist Managing customer relationships is the responsibility of allmanagers and employees. Consistent high quality customer service is essential forsurvival.• InnovationDoing things differently, exploring new territory, andtaking risks Managers should encourage employees to be aware of andact on opportunities for innovation.
  23. 23. © 2007 Prentice Hall, Inc. All rights reserved. 1–23Exhibit 1–8Changes Impactingthe Manager’s Job
  24. 24. © 2007 Prentice Hall, Inc. All rights reserved. 1–24What Is An Organization?• An Organization DefinedA deliberate arrangement of people to accomplishsome specific purpose (that individuals independentlycould not accomplish alone).• Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure
  25. 25. © 2007 Prentice Hall, Inc. All rights reserved. 1–25Exhibit 1–9 Characteristics of Organizations
  26. 26. © 2007 Prentice Hall, Inc. All rights reserved. 1–26Exhibit 1–10 The Changing Organization
  27. 27. © 2007 Prentice Hall, Inc. All rights reserved. 1–27Why 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 creativeopportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewardsfor their efforts.
  28. 28. © 2007 Prentice Hall, Inc. All rights reserved. 1–28Exhibit 1–11 Universal Need for Management
  29. 29. © 2007 Prentice Hall, Inc. All rights reserved. 1–29Exhibit 1–12 Rewards and Challenges of Being A Manager
  30. 30. © 2007 Prentice Hall, Inc. All rights reserved. 1–30Terms to Know• manager• first-line managers• middle managers• top managers• management• efficiency• effectiveness• planning• organizing• leading• controlling• management roles• interpersonal roles• informational roles• decisional roles• technical skills• human skills• conceptual skills• organization• universality ofmanagement

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