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.

1. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 1
Chapter 1
Introduction to Management and
Organizations
with Duane Weaver

2. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 2
OUTLINE
• Who are managers?
• What is management?
• What do managers do?
• What are the challenges of managing?
• Why study management?
• Submitting class exercises

3. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 3
Who Are Managers?
• Manager
– Someone who works with and through other
people by coordinating their work activities in
order to accomplish organizational goals
(Robbins, et. Al, 2006, p. 7)

4. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 4
Types of Managers
Exhibit 1.2 Managerial Levels
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees

5. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 5
What Is Management?
• Managerial Concerns
– Efficiency
• “Doing things right”
– Getting the most output
for the least input
– Effectiveness
• “Doing the right
things”
– Work activities that
attain organizational
goals

6. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 6
What Do Managers Do?
Three Approaches to describe:
• Management Functions
• Management Roles (Mintzberg)
• Management Skills

7. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 7
Exhibit 1.4 Management Functions
Planning
Defining goals,
establishing
strategy, and
developing
sub-plans to
coordinate
activities
Lead to
Organizing
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Leading
Directing and
motivating all
involved parties
and resolving
conflicts
Controlling
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization’s
stated
purpose

8. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 8
What Do Managers Do? (cont’d)
• Mintzberg’s Management Roles
Approach
(Robbins, et. al., 2006, Exhibit 1.5, p. 12)
– Interpersonal roles
• Figurehead, leader, liaison
– Informational roles
• Monitor, disseminator,
spokesperson
– Decisional roles
• Entrepreneur, disturbance handler,
resource allocator, negotiator

9. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 9
Exhibit 1.6 Skills Needed at Different
Management Levels
Top
Managers
Middle
Managers
Lower-level
Managers
Importance
Conceptual
Skills
Human
Skills
Technical
Skills

10. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 10
Exhibit 1.8 The Changing
Organization
Traditional
• Stable
• Inflexible
• Job-focused
• Work is defined by job positions
• Individual-oriented
• Permanent jobs
• Command-oriented
• Managers always make decisions
• Rule-oriented
• Relatively homogeneous
workforce
• Workdays defined as 9 to 5
• Hierarchical relationships
• Work at organizational facility
during specific hours
New Organization
• Dynamic
• Flexible
• Skills-focused
• Work is defined in terms of tasks to be
done
• Team-oriented
• Temporary jobs
• Involvement-oriented
• Employees participate in decision
making
• Customer-oriented
• Diverse workforce
• Workdays have no time boundaries
• Lateral and networked relationships
• Work anywhere, anytime

11. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 11
Exhibit 1.9 Challenges Impacting
the Manager’s Job
Ethics
Manager
E-Business
Globalization
Diversity
Customers
Innovation
Knowledge
Management

12. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 12
Challenges to Managing
• Ethics
– Increased emphasis on ethics education in
university and college curriculums
– Increased creation and use of codes of ethics by
businesses
• Workforce Diversity
– Increasing heterogeneity in the workforce
• More gender, minority, ethnic, and other forms of
diversity in employees (cultural values important)
• Biggest immediate issue? (aging pop.)

13. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 13
Challenges to Managing (cont’d)
• Globalization
– Management in international organizations
– Political and cultural challenges of operating in a
global market

14. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 14
Challenges to Managing (cont’d)
• E-business (electronic business)
– The work performed by an organization using
electronic linkages to its key constituencies
– E-commerce: the sales and marketing component
of an e-business

15. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 15
Challenges to Managing (cont’d)
• Importance of Customers
– Customers have more opportunities than ever
before
– Delivering consistent high-quality service is
essential
– Managers need to create customer-responsive
organizations

16. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 16
Challenges to Managing (cont’d)
• Innovation
– Doing things differently, exploring new territory,
and taking risks
– Managers need to encourage all employees to be
innovative

17. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 17
Challenges to Managing (cont’d)
• Knowledge Management
– The cultivation of a learning culture where
organizational members systematically gather
and share knowledge with others in order to
achieve better performance
• Learning Organization
– An organization that has developed the capacity
to continuously learn, adapt, and change

18. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 18
Exhibit 1.11 Learning Organization Vs.
Traditional Organization

19. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 19
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
– Entrepreneurship
• The organized effort to pursue opportunities to create
value and grow through innovation and uniqueness

20. Submitting Class Exercises
• Proper Format:
– Font Arial 12 pt.
– Double-spaced
– Provide a proper cover page
– Provide the answers
– Provide a reference list (Harvard Format)
• Don’t just answer the question from your head,
conduct research to prove your point. Support
your ideas with inline citations and references.
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 20

21. Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc. 21
Thank You
• Come prepared next class (see outline for next
two chapters and exercise questions to prepare)