This document outlines the key topics and concepts covered in Chapter 1 of the management textbook. It includes a learning outline that lists the major sections to be covered: who managers are, what management is, what managers do, what an organization is, and the challenges of managing. It then provides more detail on each section, defining management, describing the four functions of management and Mintzberg's managerial roles, explaining the characteristics of organizations and how they are changing, and outlining the ethics, diversity, globalization and other challenges impacting managers.
This document provides an overview of Chapter 1 from the textbook "Management" by Stephen P. Robbins, Mary Coulter, and Nancy Langton. It introduces key topics about management and organizations that are covered in the chapter, including: who managers are and how they are classified; what management involves and the four main functions of planning, organizing, leading, and controlling; Henry Mintzberg's managerial roles and Katz's three essential skills for managers; the characteristics of organizations; and challenges currently facing managers like ethics, diversity, globalization, and e-business. The learning outline lists sub-topics within each of these sections that will be examined further in the chapter.
This document provides an overview of Chapter 1 from the textbook "Management" by Robbins, Coulter, and Langton. It introduces key topics covered in the chapter, including definitions of management and what managers do. Managers are distinguished from non-managers and classified into different levels. The four main functions of management are planning, organizing, leading, and controlling. Managers face challenges from trends like globalization, e-business, diversity, and knowledge management. Studying management provides value as its concepts apply universally in organizations of varying sizes, types and levels.
Managers coordinate and oversee the work of others to accomplish organizational goals efficiently and effectively. They plan, organize, lead, and control the resources of an organization. The document discusses the changing nature of organizations and the challenges managers face, such as globalization, diversity, ethics and innovation. It emphasizes that studying management is valuable because management principles are universal and applicable in all organizations.
This document provides an overview of management and organizations. It defines a manager as someone who works with others to accomplish organizational goals. There are three levels of managers: first-line managers oversee non-managerial employees, middle managers oversee first-line managers, and top managers make organization-wide decisions. The document also discusses what managers do, including planning, organizing, leading, and controlling. It explores the characteristics of organizations and examines challenges modern managers face like ethics, social responsibility, and workforce diversity.
This document summarizes key points from Chapter 1 of the textbook "Management" by Robbins, Coulter, and Langton. It defines managers as people who work with others to accomplish organizational goals. Managers perform functions like planning, organizing, leading and controlling. They also take on roles such as leader, liaison and decision maker. Managing involves challenges from ethics, diversity, globalization, technology and customers. The chapter explains why studying management is important for anyone who manages others or is managed themselves.
This document summarizes key points from Chapter 1 of the textbook "Management" by Robbins, Coulter, and Langton. It defines managers as people who work with others to accomplish organizational goals. Managers perform functions like planning, organizing, leading and controlling. They also take on roles such as leader, liaison and decision maker. The challenges managers face include managing ethics, diversity, globalization, e-business, customers and knowledge. Studying management is valuable because it is relevant to all organizations and careers involve managing or being managed.
The concept of managers and management is explored in this chapter. Every organization,regardless of size, type, or location needs managers. The characteristics of managers vary Managers may come from any nationality or be of either gender. They're just as likely to be women, particularly in middle management and supervisory management positions, as they are
men. For instance, the manager described in the chapter opening Manager's Dilemma, Cynthia
Glenn,chief operating officer of Oxford Health Care, is a good example of a successful manager in action. She's involved with a major change that will radically transform her organization. As the COO, she epitomizes the planning, organizing, leading, and controlling activities that must be performed in order for the company to meet its goals. This chapter describes the work that Glenn and other managers at all levels and in all functional areas of an organization perform.
This document provides an overview of Chapter 1 from the textbook "Management" by Stephen P. Robbins, Mary Coulter, and Nancy Langton. It introduces key topics about management and organizations that are covered in the chapter, including: who managers are and how they are classified; what management involves and the four main functions of planning, organizing, leading, and controlling; Henry Mintzberg's managerial roles and Katz's three essential skills for managers; the characteristics of organizations; and challenges currently facing managers like ethics, diversity, globalization, and e-business. The learning outline lists sub-topics within each of these sections that will be examined further in the chapter.
This document provides an overview of Chapter 1 from the textbook "Management" by Robbins, Coulter, and Langton. It introduces key topics covered in the chapter, including definitions of management and what managers do. Managers are distinguished from non-managers and classified into different levels. The four main functions of management are planning, organizing, leading, and controlling. Managers face challenges from trends like globalization, e-business, diversity, and knowledge management. Studying management provides value as its concepts apply universally in organizations of varying sizes, types and levels.
Managers coordinate and oversee the work of others to accomplish organizational goals efficiently and effectively. They plan, organize, lead, and control the resources of an organization. The document discusses the changing nature of organizations and the challenges managers face, such as globalization, diversity, ethics and innovation. It emphasizes that studying management is valuable because management principles are universal and applicable in all organizations.
This document provides an overview of management and organizations. It defines a manager as someone who works with others to accomplish organizational goals. There are three levels of managers: first-line managers oversee non-managerial employees, middle managers oversee first-line managers, and top managers make organization-wide decisions. The document also discusses what managers do, including planning, organizing, leading, and controlling. It explores the characteristics of organizations and examines challenges modern managers face like ethics, social responsibility, and workforce diversity.
This document summarizes key points from Chapter 1 of the textbook "Management" by Robbins, Coulter, and Langton. It defines managers as people who work with others to accomplish organizational goals. Managers perform functions like planning, organizing, leading and controlling. They also take on roles such as leader, liaison and decision maker. Managing involves challenges from ethics, diversity, globalization, technology and customers. The chapter explains why studying management is important for anyone who manages others or is managed themselves.
This document summarizes key points from Chapter 1 of the textbook "Management" by Robbins, Coulter, and Langton. It defines managers as people who work with others to accomplish organizational goals. Managers perform functions like planning, organizing, leading and controlling. They also take on roles such as leader, liaison and decision maker. The challenges managers face include managing ethics, diversity, globalization, e-business, customers and knowledge. Studying management is valuable because it is relevant to all organizations and careers involve managing or being managed.
The concept of managers and management is explored in this chapter. Every organization,regardless of size, type, or location needs managers. The characteristics of managers vary Managers may come from any nationality or be of either gender. They're just as likely to be women, particularly in middle management and supervisory management positions, as they are
men. For instance, the manager described in the chapter opening Manager's Dilemma, Cynthia
Glenn,chief operating officer of Oxford Health Care, is a good example of a successful manager in action. She's involved with a major change that will radically transform her organization. As the COO, she epitomizes the planning, organizing, leading, and controlling activities that must be performed in order for the company to meet its goals. This chapter describes the work that Glenn and other managers at all levels and in all functional areas of an organization perform.
This document provides an overview of organizational behavior (OB) from a textbook. It defines OB as a field that studies how individuals, groups, and structure influence behavior in organizations in order to improve organizational effectiveness. The document outlines challenges at the organizational, group, and individual levels, and how understanding OB can help managers and individuals. It also discusses methods of OB research and implications for understanding work behaviors.
Managers are important because they coordinate work to accomplish organizational goals. They work at all levels in organizations. Managers' roles include planning, organizing, leading, and controlling work through interpersonal, informational, and decisional roles. Their skills include technical, human, and conceptual abilities. Studying management is useful because its principles apply universally in organizations of all types and sizes.
The document discusses why management is needed, including to achieve organizational and personal goals, maintain balance between conflicting goals, and achieve efficiency and effectiveness. It defines management as a science that systematically studies how people work together to achieve goals and improve cooperation. Management involves planning, organizing, leading, and controlling. Managers at different levels require different skill sets, with top managers needing more conceptual skills. The document outlines challenges managers face, such as ethics, diversity, globalization, e-business, customers, innovation, and knowledge management. It explains why studying management is valuable for understanding work and pursuing entrepreneurship opportunities.
This document is from a textbook on management and organizations. It provides learning outcomes and content for Chapter 1, which introduces key concepts in management. The chapter defines management and what managers do, including their functions, roles, and necessary skills. It also discusses how the manager's job is changing in light of increasing focus on customers and innovation. The chapter concludes by defining what constitutes an organization and explaining why studying management is important.
This document provides an overview of key concepts from Chapter 1 of the textbook "Introduction to Management and Organizations" by Stephen P. Robbins and Mary Coulter. It defines what managers do, how they are classified, and the functions, roles and skills of management. Managers coordinate work, focus on efficiency and effectiveness, and plan, organize, lead and control. The document also examines how the manager's job is changing with a focus on customers and innovation, defines what an organization is, and explains why studying management is important.
Chp 16 Managing Change and Innovation.pptSumreenBaber
The document summarizes a chapter about managing change and innovation. It discusses the forces that drive organizational change, including external factors like markets and technology, as well as internal factors. It presents Lewin's three-step model of the change process of unfreezing, changing, and refreezing. It also discusses managing resistance to change and stimulating innovation by creating the right environment that supports structural, cultural, and human resource factors.
The document discusses the key aspects of management including who managers are, what they do, and why they are important. It describes managers as people who coordinate and oversee the work of others to accomplish organizational goals. The main roles of managers are planning, organizing, leading, and controlling. Managers need technical, human and conceptual skills and work at all levels of organizations to help them function effectively and efficiently. Studying management is important because managerial skills are universally needed in all types of organizations.
The document discusses the key aspects of management including who managers are, what they do, and why they are important. It describes managers as people who coordinate and oversee the work of others to accomplish organizational goals. The main roles of managers are planning, organizing, leading, and controlling. Managers need technical, human, and conceptual skills and work at all levels of organizations to help them function effectively and efficiently. Studying management is important because managerial skills are universally needed in all types of organizations.
Managers coordinate and oversee the work of other people in organizations. They can be found at all levels of organizations, from first-line managers supervising individuals to top managers making high-level decisions. Managers' roles include planning work, organizing resources, leading people, and controlling processes. Effective management ensures work is completed efficiently to achieve organizational goals. Studying management is important because good management is needed in all organizations, most people will either manage others or be managed, and management careers offer challenges and rewards.
This document provides an overview of organizational behavior (OB) as a field of study. It defines OB as investigating how individuals, groups, and organizational structure influence behavior in organizations in order to improve effectiveness. The document also discusses challenges facing modern workplaces, levels of analysis in OB from individual to group to organization, and how understanding OB can help people in their careers and interactions with others.
This document introduces management and key concepts. It explains that managers are important for coordinating work and achieving organizational goals. Managers work at all levels in organizations and perform functions like planning, organizing, leading and controlling. The roles and skills required of managers vary depending on their level. While the manager's job is changing in areas like customer focus and innovation, the universal need for management persists in all organizations.
This document provides an overview of management and organizations. It defines management as coordinating and overseeing the work of others so that goals are accomplished efficiently and effectively. Managers perform four key functions: planning, organizing, leading, and controlling. The document also examines what managers do through different frameworks like managerial roles, skills required at different levels, and how the manager's job is changing with a focus on customers and innovation. Finally, it discusses why studying management is important due to its universality and the potential rewards and challenges of being a manager.
This document provides an outline for a chapter on management. It defines managers as people who work with and coordinate others to accomplish organizational goals. Managers are classified as first-line, middle, or top managers. Management involves the four functions of planning, organizing, leading, and controlling. The changing role of customers and a focus on innovation are impacting managers' jobs. Studying management is valuable because good management is needed universally and provides rewarding work opportunities.
The document provides an overview of management and organizations. It defines key terms like managers, management, and organizations. It describes the four main functions of management as planning, organizing, leading, and controlling. It also discusses managerial roles, skills needed by managers, and why studying management is important.
The document provides an overview of management and organizations. It defines management as coordinating and overseeing the work of others to accomplish organizational goals efficiently and effectively. Managers perform four key functions: planning, organizing, leading, and controlling. They also take on roles like leader, liaison, monitor, and decision-maker. Studying management is important because the principles of management apply universally and all employees will either manage others or be managed themselves.
This document defines key terms related to management and organizations. It discusses what managers do, including their functions of planning, organizing, leading, and controlling. Managers also play roles in relationships, information transfer, and decision-making. Effective management requires technical, human, and conceptual skills. The document also defines what an organization is, explaining that it is a group of people working together to achieve a common purpose.
This document provides an outline and overview of key topics in human resources management, including the importance of HRM, the HRM process, selecting and interviewing skills, environmental factors affecting HRM, managing HR, staffing, and recruitment and selection. Specifically, it discusses 1) identifying and selecting competent employees, 2) providing employees with skills to perform their jobs, and 3) retaining high-performing employees as the main functions of the HRM process. It also outlines best practices for conducting interviews, such as structuring questions and creating a comfortable environment for candidates.
This chapter discusses managing change and innovation. It defines organizational change as any alterations in people, structure, or technology within an organization. Change is constant yet unpredictable and creates both threats and opportunities. The chapter identifies external forces like technology and markets, and internal forces like strategy and workforce changes that drive organizational change. It also examines the roles of managers as change agents and different models of the change process. It provides strategies for stimulating innovation, managing resistance to change, and reducing employee stress from change.
This chapter discusses managing change and innovation. It defines organizational change as any alterations in people, structure, or technology within an organization. Change is constant yet unpredictable and creates both threats and opportunities. The chapter identifies external forces like technology and markets, and internal forces like strategy and workforce changes that drive organizational change. It also examines the roles of managers as change agents and different models of the change process. It provides strategies for stimulating innovation, managing resistance to change, and reducing employee stress from change.
This document provides an overview of organizational behavior (OB) from a textbook. It defines OB as a field that studies how individuals, groups, and structure influence behavior in organizations in order to improve organizational effectiveness. The document outlines challenges at the organizational, group, and individual levels, and how understanding OB can help managers and individuals. It also discusses methods of OB research and implications for understanding work behaviors.
Managers are important because they coordinate work to accomplish organizational goals. They work at all levels in organizations. Managers' roles include planning, organizing, leading, and controlling work through interpersonal, informational, and decisional roles. Their skills include technical, human, and conceptual abilities. Studying management is useful because its principles apply universally in organizations of all types and sizes.
The document discusses why management is needed, including to achieve organizational and personal goals, maintain balance between conflicting goals, and achieve efficiency and effectiveness. It defines management as a science that systematically studies how people work together to achieve goals and improve cooperation. Management involves planning, organizing, leading, and controlling. Managers at different levels require different skill sets, with top managers needing more conceptual skills. The document outlines challenges managers face, such as ethics, diversity, globalization, e-business, customers, innovation, and knowledge management. It explains why studying management is valuable for understanding work and pursuing entrepreneurship opportunities.
This document is from a textbook on management and organizations. It provides learning outcomes and content for Chapter 1, which introduces key concepts in management. The chapter defines management and what managers do, including their functions, roles, and necessary skills. It also discusses how the manager's job is changing in light of increasing focus on customers and innovation. The chapter concludes by defining what constitutes an organization and explaining why studying management is important.
This document provides an overview of key concepts from Chapter 1 of the textbook "Introduction to Management and Organizations" by Stephen P. Robbins and Mary Coulter. It defines what managers do, how they are classified, and the functions, roles and skills of management. Managers coordinate work, focus on efficiency and effectiveness, and plan, organize, lead and control. The document also examines how the manager's job is changing with a focus on customers and innovation, defines what an organization is, and explains why studying management is important.
Chp 16 Managing Change and Innovation.pptSumreenBaber
The document summarizes a chapter about managing change and innovation. It discusses the forces that drive organizational change, including external factors like markets and technology, as well as internal factors. It presents Lewin's three-step model of the change process of unfreezing, changing, and refreezing. It also discusses managing resistance to change and stimulating innovation by creating the right environment that supports structural, cultural, and human resource factors.
The document discusses the key aspects of management including who managers are, what they do, and why they are important. It describes managers as people who coordinate and oversee the work of others to accomplish organizational goals. The main roles of managers are planning, organizing, leading, and controlling. Managers need technical, human and conceptual skills and work at all levels of organizations to help them function effectively and efficiently. Studying management is important because managerial skills are universally needed in all types of organizations.
The document discusses the key aspects of management including who managers are, what they do, and why they are important. It describes managers as people who coordinate and oversee the work of others to accomplish organizational goals. The main roles of managers are planning, organizing, leading, and controlling. Managers need technical, human, and conceptual skills and work at all levels of organizations to help them function effectively and efficiently. Studying management is important because managerial skills are universally needed in all types of organizations.
Managers coordinate and oversee the work of other people in organizations. They can be found at all levels of organizations, from first-line managers supervising individuals to top managers making high-level decisions. Managers' roles include planning work, organizing resources, leading people, and controlling processes. Effective management ensures work is completed efficiently to achieve organizational goals. Studying management is important because good management is needed in all organizations, most people will either manage others or be managed, and management careers offer challenges and rewards.
This document provides an overview of organizational behavior (OB) as a field of study. It defines OB as investigating how individuals, groups, and organizational structure influence behavior in organizations in order to improve effectiveness. The document also discusses challenges facing modern workplaces, levels of analysis in OB from individual to group to organization, and how understanding OB can help people in their careers and interactions with others.
This document introduces management and key concepts. It explains that managers are important for coordinating work and achieving organizational goals. Managers work at all levels in organizations and perform functions like planning, organizing, leading and controlling. The roles and skills required of managers vary depending on their level. While the manager's job is changing in areas like customer focus and innovation, the universal need for management persists in all organizations.
This document provides an overview of management and organizations. It defines management as coordinating and overseeing the work of others so that goals are accomplished efficiently and effectively. Managers perform four key functions: planning, organizing, leading, and controlling. The document also examines what managers do through different frameworks like managerial roles, skills required at different levels, and how the manager's job is changing with a focus on customers and innovation. Finally, it discusses why studying management is important due to its universality and the potential rewards and challenges of being a manager.
This document provides an outline for a chapter on management. It defines managers as people who work with and coordinate others to accomplish organizational goals. Managers are classified as first-line, middle, or top managers. Management involves the four functions of planning, organizing, leading, and controlling. The changing role of customers and a focus on innovation are impacting managers' jobs. Studying management is valuable because good management is needed universally and provides rewarding work opportunities.
The document provides an overview of management and organizations. It defines key terms like managers, management, and organizations. It describes the four main functions of management as planning, organizing, leading, and controlling. It also discusses managerial roles, skills needed by managers, and why studying management is important.
The document provides an overview of management and organizations. It defines management as coordinating and overseeing the work of others to accomplish organizational goals efficiently and effectively. Managers perform four key functions: planning, organizing, leading, and controlling. They also take on roles like leader, liaison, monitor, and decision-maker. Studying management is important because the principles of management apply universally and all employees will either manage others or be managed themselves.
This document defines key terms related to management and organizations. It discusses what managers do, including their functions of planning, organizing, leading, and controlling. Managers also play roles in relationships, information transfer, and decision-making. Effective management requires technical, human, and conceptual skills. The document also defines what an organization is, explaining that it is a group of people working together to achieve a common purpose.
This document provides an outline and overview of key topics in human resources management, including the importance of HRM, the HRM process, selecting and interviewing skills, environmental factors affecting HRM, managing HR, staffing, and recruitment and selection. Specifically, it discusses 1) identifying and selecting competent employees, 2) providing employees with skills to perform their jobs, and 3) retaining high-performing employees as the main functions of the HRM process. It also outlines best practices for conducting interviews, such as structuring questions and creating a comfortable environment for candidates.
This chapter discusses managing change and innovation. It defines organizational change as any alterations in people, structure, or technology within an organization. Change is constant yet unpredictable and creates both threats and opportunities. The chapter identifies external forces like technology and markets, and internal forces like strategy and workforce changes that drive organizational change. It also examines the roles of managers as change agents and different models of the change process. It provides strategies for stimulating innovation, managing resistance to change, and reducing employee stress from change.
This chapter discusses managing change and innovation. It defines organizational change as any alterations in people, structure, or technology within an organization. Change is constant yet unpredictable and creates both threats and opportunities. The chapter identifies external forces like technology and markets, and internal forces like strategy and workforce changes that drive organizational change. It also examines the roles of managers as change agents and different models of the change process. It provides strategies for stimulating innovation, managing resistance to change, and reducing employee stress from change.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.