1 Introduction to Management and Organizations

8/3/2019 1 Introduction to Management and Organizations

1/40

1


2/40

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS MARY COULTERMARY COULTER

Introduction toIntroduction to

Management andManagement andOrganizationsOrganizations


3/40

3

L E A R N I N G O U T L I N EL E A R N I N G O U T L I N E

Who Are Managers?Who Are Managers?

Explain how managers differ from nonExplain how managers differ from non--managerialmanagerial

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 toExplain why efficiency and effectiveness are important to

management.management.


4/40

4

L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)

What Do Managers Do?What Do Managers Do?

Describe the four functions of management.Describe the four functions of management.

Explain Mintzbergs managerial roles.Explain Mintzbergs managerial roles.

Describe Katzs three essential managerial skills and howDescribe Katzs three essential managerial skills and how

the importance of these skills changes depending onthe 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 areExplain why customer service and innovation areimportant to the managers job.important to the managers job.


5/40

5

L E A R N I N G O U T L I N E (contd)L E A R N I N G O U T L I N E (contd)

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 isDiscuss 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.


6/40

6

Who Are Managers?Who Are Managers?

ManagerManagerSomeone 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.


7/40

7

Classifying ManagersClassifying Managers

FirstFirst--line Managersline ManagersIndividuals whomanage the work ofnonIndividuals whomanage the work ofnon--managerialmanagerial

employees.employees. Supervisor, Foreman.Supervisor, Foreman.

Middle ManagersMiddle ManagersIndividuals whomanage the work offirstIndividuals whomanage the work offirst--linelinemanagers.managers. Regional Manager, Plant Manager.Regional Manager, Plant Manager.

Top ManagersTop Managers

Individuals who are responsible formakingIndividuals who are responsible formakingorganizationorganization--wide decisions and establishing planswide decisions and establishing plansand goals that affect the entire organization.and goals that affect the entire organization. CEO, President, Vice President, Managing DirectorCEO, President, Vice President, Managing Director


8/40

8

Managerial LevelsManagerial Levels

Nonmanagerial Employees are directly involved with the production or creation ofthe

organizations products.

Managers can be classified by their level in the organization


9/40

9


Management:Management:itit involves coordinating andinvolves coordinating and

overseeing the workoverseeing the work

activities ofothers so thatactivities ofothers so that

their activities aretheir activities arecompletedcompleted efficientlyefficientlyandand

effectivelyeffectively..

Coordinating and overseeingCoordinating and overseeing

the work ofothers is whatthe work ofothers is what

distinguishes a managerialdistinguishes a managerial

position from a nonmanagerialposition from a nonmanagerial

one.one.


10/40

10


Managerial ConcernsManagerial ConcernsEfficiency and EffectivenessEfficiency and Effectiveness

EfficiencyEfficiency

Doing things rightDoing things right

Getting the most output for theGetting the most output for theleast inputs in order tominimizeleast inputs in order tominimize

resource costs.resource costs.

EffectivenessEffectiveness

Doing the right thingsDoing the right things

completing activities so thatcompleting activities so thatorganizational goals are attainedorganizational goals are attained..

Dont just do things right. Make sureDont just do things right. Make sure

they are the right things to be done.they are the right things to be done.


11/40

11

Effectiveness and Efficiency in ManagementEffectiveness and Efficiency in Management


12/40

12

Q & AQ & A

Are effective organizationsAre effective organizations

necessarily efficient?necessarily efficient?

Are efficient organizationsAre efficient organizations

always effective?always effective?


13/40

13


Just as no twoorganizations are alike, no twoJust as no twoorganizations are alike, no twomanagers jobs are the same.managers jobs are the same.

Some specific categorization schemes to describeSome specific categorization schemes to describe

the different approaches tomanagement:the different approaches tomanagement:1.1. FUNCTIONAL APPROACHFUNCTIONAL APPROACH

2.2. MANAGEMENT ROLES APPROACHMANAGEMENT ROLES APPROACH

3.3. SKILLS APPROACHSKILLS APPROACH


14/40

14


Functional Approach:Functional Approach: Henri Fayol, a French industrialist in the early 1900s:Henri Fayol, a French industrialist in the early 1900s:

proposed five management functions: POCCCproposed five management functions: POCCC

plan, organize, command, coordinate, control.plan, organize, command, coordinate, control.

reorganized intofour: POLCreorganized intofour: POLC

1.1. PlanningPlanning

1.1.OrganizingOrganizing

2.2. LeadingLeading

1.1.ControllingControlling


15/40

15


Functional Approach:Functional Approach:PlanningPlanning

involves defining goals, establishing strategies forinvolves defining goals, establishing strategies forachieving those goals, and developing plans to integrateachieving those goals, and developing plans to integrate

and coordinate activities.and coordinate activities.OrganizingOrganizing

arranging and structuring work to accomplisharranging and structuring work to accomplishorganizational goals. It involves determining what tasksorganizational goals. It involves determining what tasksare to be done, who is to do them, how the tasks are toare to be done, who is to do them, how the tasks are to

be grouped, who reports to whom, and where decisionsbe grouped, who reports to whom, and where decisionsare to be made.are to be made.


16/40

16


Functional Approach:Functional Approach:LeadingLeading

Working with and through people to accomplish goals. ItWorking with and through people to accomplish goals. Itinvolves motivating subordinates, influencing individualsinvolves motivating subordinates, influencing individuals

or teams as they work, selecting the most effectiveor teams as they work, selecting the most effectivecommunication channels, or dealing in any way withcommunication channels, or dealing in any way withemployee behaviour issues.employee behaviour issues.

ControllingControlling It involves monitoring actual work performance,It involves monitoring actual work performance,

comparing actual to standard, and taking action, ifcomparing actual to standard, and taking action, ifnecessary.necessary.


17/40

17

Management FunctionsManagement Functions

The management process is the set ofongoing decisions

and work activities in which managers engage as they plan,

organize, lead, and control.


18/40

18

What Do Managers Do? (contd)What Do Managers Do? (contd)

Management Roles ApproachManagement Roles Approach (Mintzberg)(Mintzberg)Management rolesManagement roles refer to specific categories ofrefer to specific categories of

managerial behaviour.managerial behaviour.

Late 1960s,Late 1960s, Henry MintzbergHenry Mintzberg conducted a preciseconducted a precise

studyofmanagers at work.studyofmanagers at work.

He concluded that managers performHe concluded that managers perform10 different10 different

roles,roles, grouped around the following:grouped around the following:

Interpersonal rolesInterpersonal rolesInformational rolesInformational roles

Decisional rolesDecisional roles


19/40

19


Management Roles ApproachManagement Roles Approach (Mintzberg)(Mintzberg)Interpersonal rolesInterpersonal roles roles that involve peopleroles that involve people

(subordinates and those outside the(subordinates and those outside the

organization).organization).

Figurehead, Leader, LiaisonFigurehead, Leader, Liaison

Informational rolesInformational roles involves receiving,involves receiving,

collecting, and disseminating information.collecting, and disseminating information.

Monitor, Disseminator, SpokespersonMonitor, Disseminator, Spokesperson

Decisional rolesDecisional roles revolve around makingrevolve around making

choices.choices.

Entrepreneur, Disturbance handler, ResourceEntrepreneur, Disturbance handler, Resource

allocator, Negotiatorallocator, Negotiator


20/40

20


Management Roles ApproachManagement Roles Approach (Mintzberg)(Mintzberg)

Interpersonal rolesInterpersonal roles

FigureheadFigurehead

symbolic head; obliged to perform a numberofroutine duties ofasymbolic head; obliged to perform a numberofroutine duties ofa

legal or social nature.legal or social nature.

greeting visitors; signing legal documents.greeting visitors; signing legal documents.

LeaderLeader

Responsible for the motivation ofsubordinates, for staffing,Responsible for the motivation ofsubordinates, for staffing,

training, and associated duties.training, and associated duties.

performing virtually all activities that involve subordinates.performing virtually all activities that involve subordinates.LiaisonLiaison

Maintains selfMaintains self--developed network ofoutside contacts anddeveloped network ofoutside contacts and

informers who provide favours and information.informers who provide favours and information.

Acknowledging mail; doing external board work; performingAcknowledging mail; doing external board work; performing

other activities that involve outsiders.other activities that involve outsiders.


21/40

21


Management Roles ApproachManagement Roles Approach (Mintzberg)(Mintzberg)

Informational rolesInformational roles..MonitorMonitor

Seeks and receives wide varietyof internal and externalSeeks and receives wide varietyof internal and external

information to develop through understanding oforganization andinformation to develop through understanding oforganization and

environment.environment.

Reading periodicals and reports; maintaining personal contacts.Reading periodicals and reports; maintaining personal contacts.

DisseminatorDisseminator

Transmits information received fromoutsiders orfrom subordinatesTransmits information received fromoutsiders orfrom subordinates

tomembers of the organization.tomembers of the organization.

Holding informational meeting; making phone calls to relayHolding informational meeting; making phone calls to relayinformation.information.

SpokespersonSpokesperson

Transmits information tooutsiders on organizations plans, policies,Transmits information tooutsiders on organizations plans, policies,

actions, and results.actions, and results.

Holding board meetings; giving information to the media.Holding board meetings; giving information to the media.


22/40

22


Management Roles ApproachManagement Roles Approach (Mintzberg)(Mintzberg)Decisional rolesDecisional roles..

EntrepreneurEntrepreneur

Searches the organization and its environment forSearches the organization and its environment for

opportunities and initiates improvement projects.opportunities and initiates improvement projects.

Organizing strategy and review sessions to developOrganizing strategy and review sessions to develop

new programs.new programs.

Disturbance handlerDisturbance handler

Responsible for corrective actions when organizationResponsible for corrective actions when organizationfaces unexpected disturbances.faces unexpected disturbances.

Organizing strategy and review sessions that involveOrganizing strategy and review sessions that involve

disturbances and crises.disturbances and crises.


23/40

23


Management Roles ApproachManagement Roles Approach (Mintzberg)(Mintzberg)Decisional roles (contd)Decisional roles (contd)..

Resource allocatorResource allocator

Responsible for the allocation oforganizationalResponsible for the allocation oforganizational

resources.resources.

Scheduling; requesting authorization; performing anyScheduling; requesting authorization; performing any

activity that involves budgeting and the programmingactivity that involves budgeting and the programming

ofsubordinates work.ofsubordinates work.

NegotiatorNegotiator Responsible for representing the organization at majorResponsible for representing the organization at major

negotiations.negotiations.

Participating in union contract negotiations.Participating in union contract negotiations.


24/40

24

What ManagersWhat Managers ActuallyActually Do (Mintzberg)Do (Mintzberg)

InteractionInteractionwith otherswith others

with the organizationwith the organization

with the external contextwith the external context

ofthe organizationofthe organization ReflectionReflection

thoughtful thinkingthoughtful thinking

ActionAction

practical doingpractical doing


25/40

25


Skills ApproachSkills ApproachRobert L. KatzRobert L. Katzs research in the early 1970ss research in the early 1970s

identifiedidentified three essential skillsthree essential skills managers need tomanagers need to

perform duties:perform duties:

Technical skillsTechnical skills

Human skillsHuman skillsConceptual skillsConceptual skills


26/40

26


Skills ApproachSkills ApproachTechnical skillsTechnical skills lowermanagement levelslowermanagement levels.. Knowledge and proficiency in aKnowledge and proficiency in a specialized fieldspecialized field..

Engineering, computers, accounting, manufacturing, etc.Engineering, computers, accounting, manufacturing, etc.

Human skillsHuman skills all levelsall levels..

The ability toThe ability towork well with other peoplework well with other people (individuals and groups).(individuals and groups). This is the most important skill because managers deal directly withThis is the most important skill because managers deal directly with

people.people.

This skill is equally important at all levels in the organization.This skill is equally important at all levels in the organization.

Communication, motivation, inspire enthusiasm and trust.Communication, motivation, inspire enthusiasm and trust.

Conceptual skillsConceptual skills top management leveltop management level.. The ability to think and conceptualize about abstract and complexThe ability to think and conceptualize about abstract and complex

situations concerning the organization.situations concerning the organization.

Able to see organization in its entirety; understand relationshipsAble to see organization in its entirety; understand relationshipsamong various subunits; visualize how organization fits into itsamong various subunits; visualize how organization fits into itsbroader environment.broader environment.


27/40

27

Skills Needed at Different Management LevelsSkills Needed at Different Management Levels


28/40

28


1.1. FUNCTIONAL APPROACHFUNCTIONAL APPROACH

2.2. MANAGEMENT ROLES APPROACHMANAGEMENT ROLES APPROACH

3.3. SKILLS APPROACHSKILLS APPROACH


29/40

29

How The Managers Job Is ChangingHow The Managers Job Is Changing

The Increasing Importance ofThe Increasing Importance ofcustomerscustomers to theto themanagers job.managers job.Customers: the reason that organizations existCustomers: the reason that organizations exist

Managing customer relationships is the responsibilityofallManaging customer relationships is the responsibilityofallmanagers and employees.managers and employees.

Consistent high quality customer service is essential for survival.Consistent high quality customer service is essential for survival. managers must create customermanagers must create customer--responsive organization whereresponsive organization where

employees are willing to do whats necessary to please theemployees are willing to do whats necessary to please thecustomer.customer.

EE--mail would be more efficient, but I want to hearmail would be more efficient, but I want to hear

the emotion, I want to hear the frustration, I want tothe emotion, I want to hear the frustration, I want tohear the callers level ofcomfort with the strategyhear the callers level ofcomfort with the strategywere employing. I cant get that through ewere employing. I cant get that through e--mail.mail.


30/40

30

How The Managers Job Is Changing (contd)How The Managers Job Is Changing (contd)

The Increasing Importance ofThe Increasing Importance ofinnovationinnovation totothe managers job.the managers job.

this means doing things differently, exploring newthis means doing things differently, exploring new

territory, and taking risks.territory, and taking risks.

Managers should encourage employees to be aware ofandManagers should encourage employees to be aware ofandact on opportunities for innovation.act on opportunities for innovation.

Nothing is more risky than not innovating.Nothing is more risky than not innovating.


31/40

31

What Is An Organization?What Is An Organization?

Definition:Definition:A deliberate arrangement ofpeople to accomplishA deliberate arrangement ofpeople to accomplish

some specific purpose (that individuals independentlysome specific purpose (that individuals independently

could not accomplish alone).could not accomplish alone).

3 Common Characteristics ofOrganizations3 Common Characteristics ofOrganizationseach has a distinct purpose (goal).each has a distinct purpose (goal).

each is composed ofpeople.each is composed ofpeople.

each has a deliberate structure somembers can doeach has a deliberate structure somembers can do

their work.their work.


32/40

32

3 Characteristics of Organizations3 Characteristics of Organizations

Although these three characteristics are important in defining what

an organization is, the concept ofan organization is changing.


33/40

33

The Changing OrganizationThe Changing Organization

TRADITIONAL ORGANIZATIONTRADITIONAL ORGANIZATION NEW ORGANIZATIONNEW ORGANIZATION

StableStable DynamicDynamic

InflexibleInflexible FlexibleFlexible

JobJob--focusedfocused SkillsSkills--focusedfocused

Work is defined by job positionsWork is defined by job positions

Work is defined in terms of tasks to beWork is defined in terms of tasks to be

donedone

IndividualIndividual--orientedoriented TeamTeam--orientedoriented

Permanent jobsPermanent jobs Temporary jobsTemporary jobs

CommandCommand--orientedoriented InvolvementInvolvement--orientedoriented

Managers always make decisionsManagers always make decisions

Employees participate in decisionEmployees participate in decision

makingmakingWork at organizational facility duringWork at organizational facility during

specific hoursspecific hours Work anywhere, anytimeWork anywhere, anytime


34/40

34


The importance ofstudying managementThe importance ofstudying managementin todaysin todays dynamic global environmentdynamic global environment cancan

be explained by looking at:be explained by looking at:

the universalityofmanagement,the universalityofmanagement,the realityofwork, andthe realityofwork, and

the rewards and challenges ofbeing athe rewards and challenges ofbeing a

manager.manager.


35/40

35


The Value ofStudying ManagementThe Value ofStudying ManagementThe universalityofmanagementThe universalityofmanagement

Good managementGood management is needed in all types and sizes oforganizations,is needed in all types and sizes oforganizations,

at all organizational levels, and in all organizational work areasat all organizational levels, and in all organizational work areas

throughout the world.throughout the world.

The realityofworkThe realityofwork

An individual does not have to aspire to be a manager in order toAn individual does not have to aspire to be a manager in order to

benefit from taking a course in management. Employees eitherbenefit from taking a course in management. Employees either

manage or are managed.manage or are managed.

Rewards and challenges ofbeing a managerRewards and challenges ofbeing a manager

Management offers challenging, exciting and creative opportunities forManagement offers challenging, exciting and creative opportunities for

meaningful and fulfilling work.meaningful and fulfilling work.

Successful managers receive significant monetary rewards for theirSuccessful managers receive significant monetary rewards for their

efforts.efforts.


36/40

36

Universal Need for ManagementUniversal Need for Management


37/40

37

Rewards and Challenges of Being A ManagerRewards and Challenges of Being A Manager


38/40

38

Terms to KnowTerms to Know

managermanager

firstfirst--line managersline 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

universalityofuniversalityofmanagementmanagement


39/40

39

Working Together: TeamWorking Together: Team--Based ExerciseBased Exercise

By this time in your life, all ofyou have had to work with individuals inBy this time in your life, all ofyou have had to work with individuals in

managerial positions (ormaybe you were the manager), eithermanagerial positions (ormaybe you were the manager), eitherthrough work experiences or through otherorganizationalthrough work experiences or through otherorganizational

experiences (social, hobby/interest, religious, etc.).experiences (social, hobby/interest, religious, etc.).

What doyou think makes some managers better than others?What doyou think makes some managers better than others?

Are there certain characteristics that distinguish good managers?Are there certain characteristics that distinguish good managers? Form small groups of7Form small groups of7--8.8.

DiscussDiscuss your experiences with managersyour experiences with managers goodgood andand badbad..

Draw up a listDraw up a list ofthe characteristics ofthose individuals you felt wereofthe characteristics ofthose individuals you felt were

good managers.good managers.

For each item,For each item, indicate whichindicate which management functionmanagement function you think it fallsyou think it falls

under.under.

Be prepared toBe prepared toshare your list with the classshare your list with the class and to explain yourand to explain your

choice ofmanagement function.choice ofmanagement function.


40/40

40

Thinking About Management IssuesThinking About Management Issues

1.1. The managers most basic responsibility is to focus peopleThe managers most basic responsibility is to focus peopletoward performance ofworkactivities to achieve desiredtoward performance ofworkactivities to achieve desiredoutcomes.Whats your interpretation of this statement? Dooutcomes.Whats your interpretation of this statement? Doyou agree with this statement? Why orwhy not?you agree with this statement? Why orwhy not?

2.2. InIn tod aystodays environment,environment, whichwhich isis moremore import antimportant totoorganizationsorganizationsefficiencyefficiency oror effectiveness?effectiveness? ExplainExplain your yourchoicechoice..

3.3. WhyWhy dodo youyou t hinkthink t hethe skillsskills ofof jobjob candidatescandidates havehave becomebecome sosoimportantimportant toto employers?employers? WhatWhat areare thethe implicationsimplications forfor ( a)(a)managersmanagers inin general,general, andand (b)(b) you,you, personally?personally?

4.4. CanCan youyou thinkthink ofof situationssituations wherewhere managementmanagement doesntdoesnt mattermattertoto organizations?organizations? ExplainExplain..

5.5. WhatWhat characteristicscharacteristics ofof newnew organizationsorganizations appealappeal toto you?you?Why?Why? WhichWhich dodo not?not? W hy?Why?

Documents

1 Introduction to Management and Organizations