9erobbins_PPT01 Introduction to Management and Organizations

8/13/2019 9erobbins_PPT01 Introduction to Management and Organizations

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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 11

Introduction to

Management

and

Organizations

Chapter

1

ManagementStephen P. Robbins Mary Coultertenth edition


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Who Are Managers? Manager

Someone who coordinates and oversees the work of

other people so that organizational goals can be

accomplished.


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Classifying Managers Firs

t-line Managers

Individuals who manage the work of non-managerial

employees.

Middle Managers

Individuals who manage the work of first-linemanagers.

Top Managers

Individuals who are responsible for making

organization-wide decisions and establishing plansand goals that affect the entire organization.


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Exhibit 11 Women in Managerial Positions Around

the World

Women in

Management

Australia 41.9 percentCanada 36.3 percent

Germany 35.6 percent

Japan 10.1 percent

Philippines 57.8 percentUnited States 50.6 percent

Women in Top

Managers Job

3.0 percent4.2 percent

N/A

N/A

N/A2.6 percent

MALAYSIA??


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Women At The Top: Malaysia is 7thWorldwide

15


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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall16

Exhibit 12 Managerial Levels


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What Is Management?

Management involves coordinating and

overseeing the work activities of others so that

their activities are completed efficiently and

effectively.


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What Is Management? Managerial Concerns

Efficiency

Doing things right

Getting the most output

for the least inputs

Effectiveness Doing the right things

Attaining organizational

goals


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Exhibit 13 Effectiveness and Efficiency in

Management


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What Managers Do?

Three Approaches to Defining What ManagersDo.

Functions they perform.

Roles they play.

Skills they need.


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What Managers Do? Functions Managers Perform

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.


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Exhibit 14 Management Functions


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What Managers Do?

Roles Managers PlayRoles are specific actions or behaviors expected of a

manager.

Mintzberg identified 10 roles grouped around

interpersonal relationships, the transfer of information,and decision making.


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What Managers Do?

Management Roles(Mintzberg)

Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator,

spokesperson

Decisional roles

Entrepreneur, disturbancehandler, resource allocator,

negotiator


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What Managers Do (Mintzberg)

Actions

thoughtful thinking

practical doing


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Interpersonal Roles

Figurehead Leader

Liaison

Interpersonal Roles Monitor

Disseminator

Spokesperson

Decisional Roles Entrepreneur

Disturbance handler Resource allocator

Negotiator

Exhibit 1.5 Mintzbergs Managerial Roles

Adapted from Mintzberg, Henry,

The Nature of Managerial Work,

1st Edition, 1980, pp. 9394..


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What Managers Do?

Skills Managers Need

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 and

complex situations concerning the organization


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Exhibit 16 Skills Needed at Different

Management Levels


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Exhibit 17 Conceptual Skills

Ability to use information to solve business

problems

Identification of opportunities for innovation

Recognition of problem areas and

implementation of solutions Selection of critical information from masses of

data

Understanding of business uses of technology Understanding of organizations 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.


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Exhibit 17 Communication Skills

Ability to transform ideas into words and actions

Credibility among colleagues, peers, and

subordinates

Listening and asking questions

Presentation skills; spoken format

Presentation skills; written and/or graphic

formats




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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

121

Exhibit 17 Effectiveness Skills

Contributing to corporate mission/departmental

objectives

Customer focus

Multitasking: working at multiple tasks in parallel

Negotiating skills

Project management

Reviewing operations and implementing

improvements




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Exhibit 17 Interpersonal Skills


Competencies, March/April 2000, found on AMA Web site (www.amanet.org), October 30, 2002.

Coaching and mentoring skills

Diversity skills: working with diverse people and

cultures

Networking within the organization

Networking outside the organization

Working in teams; cooperation and commitment


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How The Managers Job Is Changing

The Increasing Importance of CustomersCustomers: the reason that organizations exist

Managing customer relationships is the responsibility of all

managers and employees.

Consistent high quality customer service is essential for

survival.

Innovation

Doing things differently, exploring new territory, and

taking risks

Managers should encourage employees to be aware of and

act on opportunities for innovation.


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124

Exhibit 18

Changes

Impacting

the ManagersJob


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What Is An Organization?An Organization Defined

A deliberate arrangement of people to accomplish

some specific purpose (that individuals independently

could not accomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal)

Composed of people

Have a deliberate structure


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126

Exhibit 19 Characteristics of Organizations


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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.

Rewards and challenges of being a manager

Management offers challenging, exciting and creative

opportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewardsfor their efforts.


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128

Exhibit 110 Universal Need for Management


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129

Exhibit 111 Rewards and Challenges of

Being A Manager


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Q and A

Thank YouCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

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9erobbins_PPT01 Introduction to Management and Organizations