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Robin
1.
ninth edition STEPHEN P.
ROBBINS © 2007 Prentice Hall, Inc. © 2007 Prentice Hall, Inc. All rights reserved. All rights reserved. PowerPoint Presentation by Charlie Cook PowerPoint Presentation by Charlie Cook The University of West Alabama The University of West Alabama MARY COULTER Introduction to Introduction to Management and Management and Organizations Organizations Chapter Chapter 1 1
2.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–2 L E A R N I N G O U T L I N E L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Follow this Learning Outline as you read and study this chapter. Who Are Managers? Who Are Managers? • Explain how managers differ from non-managerial Explain how managers differ from non-managerial employees. employees. • Describe how to classify managers in organizations. Describe how to classify managers in organizations. What Is Management? What Is Management? • Define management. Define management. • Explain why efficiency and effectiveness are important to Explain why efficiency and effectiveness are important to management. management.
3.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–3 L E A R N I N G O U T L I N E (cont’d) L 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. Follow this Learning Outline as you read and study this chapter. What Do Managers Do? 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 and how Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on the importance of these skills changes depending on managerial level. managerial level. • Discuss the changes that are impacting managers’ jobs. Discuss the changes that are impacting managers’ jobs. • Explain why customer service and innovation are Explain why customer service and innovation are important to the manager’s job. important to the manager’s job.
4.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–4 L E A R N I N G O U T L I N E (cont’d) L 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. Follow this Learning Outline as you read and study this chapter. What Is An Organization? What Is An Organization? • Describe the characteristics of an organization. Describe the characteristics of an organization. • Explain how the concept of an organization is changing. Explain how the concept of an organization is changing. Why Study Management? Why Study Management? • Explain the universality of management concept. Explain the universality of management concept. • Discuss why an understanding of management is Discuss why an understanding of management is important. important. • Describe the rewards and challenges of being a manager. Describe the rewards and challenges of being a manager.
5.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–5 Who Are Managers? Who Are Managers? • Manager Manager Someone who coordinates and oversees the work of Someone who coordinates and oversees the work of other people so that organizational goals can be other people so that organizational goals can be accomplished. accomplished.
6.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–6 Classifying Managers Classifying Managers • First-line Managers First-line Managers Individuals who manage the work of non-managerial Individuals who manage the work of non-managerial employees. employees. • Middle Managers Middle Managers Individuals who manage the work of first-line Individuals who manage the work of first-line managers. managers. • Top Managers Top Managers Individuals who are responsible for making Individuals who are responsible for making organization-wide decisions and establishing plans organization-wide decisions and establishing plans and goals that affect the entire organization. and goals that affect the entire organization.
7.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–7 Exhibit 1–1 Exhibit 1–1 Managerial Levels Managerial Levels
8.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–8 What Is Management? What Is Management? • Managerial Concerns Managerial Concerns Efficiency Efficiency “ “Doing things right” Doing things right” – Getting the most output Getting the most output for the least inputs for the least inputs Effectiveness Effectiveness “ “Doing the right things” Doing the right things” – Attaining organizational Attaining organizational goals goals
9.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–9 Exhibit 1–2 Exhibit 1–2 Effectiveness and Efficiency in Management Effectiveness and Efficiency in Management
10.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–10 What Do Managers Do? What Do Managers Do? • Functional Approach Functional Approach Planning Planning 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. Organizing Organizing Arranging and structuring work to accomplish organizational Arranging and structuring work to accomplish organizational goals. goals. Leading Leading Working with and through people to accomplish goals. Working with and through people to accomplish goals. Controlling Controlling Monitoring, comparing, and correcting work. Monitoring, comparing, and correcting work.
11.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–11 Exhibit 1–3 Exhibit 1–3 Management Functions Management Functions
12.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–12 What Do Managers Do? (cont’d) What Do Managers Do? (cont’d) • Management Roles Management Roles Approach (Mintzberg) Approach (Mintzberg) Interpersonal roles Interpersonal roles Figurehead, leader, liaison Figurehead, leader, liaison Informational roles Informational roles Monitor, disseminator, Monitor, disseminator, spokesperson spokesperson Decisional roles Decisional roles Disturbance handler, resource Disturbance handler, resource allocator, negotiator allocator, negotiator
13.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–13 What Managers Actually Do (Mintzberg) What Managers Actually Do (Mintzberg) • Interaction Interaction with others with others with the organization with the organization with the external context with the external context of the organization of the organization • Reflection Reflection thoughtful thinking thoughtful thinking • Action Action practical doing practical doing
14.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–14 What Do Managers Do? (cont’d) What Do Managers Do? (cont’d) • Skills Approach Skills Approach Technical skills Technical skills Knowledge and proficiency in a specific field Knowledge and proficiency in a specific field Human skills Human skills The ability to work well with other people The ability to work well with other people Conceptual skills Conceptual skills The ability to think and conceptualize about abstract and The ability to think and conceptualize about abstract and complex situations concerning the organization complex situations concerning the organization
15.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–15 Exhibit 1–5 Exhibit 1–5 Skills Needed at Different Management Levels Skills Needed at Different Management Levels
16.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–16 Exhibit 1–6 Exhibit 1–6 Conceptual Skills Conceptual Skills • Using information to solve business problems Using information to solve business problems • Identifying of opportunities for innovation Identifying of opportunities for innovation • Recognizing problem areas and implementing Recognizing problem areas and implementing solutions solutions • Selecting critical information from masses of Selecting critical information from masses of data data • Understanding of business uses of technology Understanding of business uses of technology • Understanding of organization’s business model Understanding of organization’s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
17.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–17 Exhibit 1–6 Exhibit 1–6 Communication Skills Communication Skills • Ability to transform ideas into words and actions Ability to transform ideas into words and actions • Credibility among colleagues, peers, and Credibility among colleagues, peers, and subordinates subordinates • Listening and asking questions Listening and asking questions • Presentation skills; spoken format Presentation skills; spoken format • Presentation skills; written and/or graphic Presentation skills; written and/or graphic formats formats Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
18.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–18 Exhibit 1–6 Exhibit 1–6 Effectiveness Skills Effectiveness Skills • Contributing to corporate mission/departmental Contributing to corporate mission/departmental objectives objectives • Customer focus Customer focus • Multitasking: working at multiple tasks in parallel Multitasking: working at multiple tasks in parallel • Negotiating skills Negotiating skills • Project management Project management • Reviewing operations and implementing Reviewing operations and implementing improvements improvements Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
19.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–19 Exhibit 1–6 Exhibit 1–6 Effectiveness Skills (cont’d) Effectiveness Skills (cont’d) Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. • Setting and maintaining performance standards Setting and maintaining performance standards internally and externally internally and externally • Setting priorities for attention and activity Setting priorities for attention and activity • Time management Time management
20.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–20 Exhibit 1–6 Exhibit 1–6 Interpersonal Skills (cont’d) Interpersonal Skills (cont’d) Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. • Coaching and mentoring skills Coaching and mentoring skills • Diversity skills: working with diverse people and Diversity skills: working with diverse people and cultures cultures • Networking within the organization Networking within the organization • Networking outside the organization Networking outside the organization • Working in teams; cooperation and commitment Working in teams; cooperation and commitment
21.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–21 Exhibit 1–7 Exhibit 1–7 Management Skills and Management Function Matrix Management Skills and Management Function Matrix
22.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–22 How The Manager’s Job Is Changing How The Manager’s Job Is Changing • The Increasing Importance of Customers The Increasing Importance of Customers Customers: the reason that organizations exist Customers: the reason that organizations exist Managing customer relationships is the responsibility of all Managing customer relationships is the responsibility of all managers and employees. managers and employees. Consistent high quality customer service is essential for Consistent high quality customer service is essential for survival. survival. • Innovation Innovation Doing things differently, exploring new territory, and Doing things differently, exploring new territory, and taking risks taking risks Managers should encourage employees to be aware of and Managers should encourage employees to be aware of and act on opportunities for innovation. act on opportunities for innovation.
23.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–23 Exhibit 1–8 Exhibit 1–8 Changes Impacting Changes Impacting the Manager’s Job the Manager’s Job
24.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–24 What Is An Organization? What Is An Organization? • An Organization Defined An Organization Defined A deliberate arrangement of people to accomplish A deliberate arrangement of people to accomplish some specific purpose (that individuals independently some specific purpose (that individuals independently could not accomplish alone). could not accomplish alone). • Common Characteristics of Organizations Common Characteristics of Organizations Have a distinct purpose (goal) Have a distinct purpose (goal) Composed of people Composed of people Have a deliberate structure Have a deliberate structure
25.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–25 Exhibit 1–9 Exhibit 1–9 Characteristics of Organizations Characteristics of Organizations
26.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–26 Exhibit 1–10 Exhibit 1–10 The Changing Organization The Changing Organization
27.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–27 Why Study Management? Why Study Management? • The Value of Studying Management The Value of Studying Management The universality of management The universality of management Good management is needed in all organizations. Good management is needed in all organizations. The reality of work The reality of work Employees either manage or are managed. Employees either manage or are managed. Rewards and challenges of being a manager Rewards and challenges of being a manager Management offers challenging, exciting and creative Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards Successful managers receive significant monetary rewards for their efforts. for their efforts.
28.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–28 Exhibit 1–11 Exhibit 1–11 Universal Need for Management Universal Need for Management
29.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–29 Exhibit 1–12 Exhibit 1–12 Rewards and Challenges of Being A Manager Rewards and Challenges of Being A Manager
30.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–30 Terms to Know Terms to Know • manager manager • first-line managers first-line managers • middle managers middle managers • top managers top managers • management management • efficiency efficiency • effectiveness effectiveness • planning planning • organizing organizing • leading leading • controlling controlling • management roles management roles • interpersonal roles interpersonal roles • informational roles informational roles • decisional roles decisional roles • technical skills technical skills • human skills human skills • conceptual skills conceptual skills • organization organization • universality of universality of management management
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