Chapter 1management10theditionbyrobbinsandcoulter-130822064132-phpapp02

ChapterChapter

111–1

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Management Stephen P. Robbins Mary Coulter

tenth edition

1.1 Who Are Managers?• Explain how managers differ from non-Explain how managers differ from non-

managerial employees.managerial employees.• Describe how to classify managers in Describe how to classify managers in

organizations.organizations.1.2 What Is Management?

• Define management.Define management.• • Explain why efficiency and effectiveness are Explain why efficiency and effectiveness are

important to management.important to management.1–2

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1.3 What Do Managers Do?• Describe the four functions of management.Describe the four functions of management.• Explain MintzbergExplain Mintzberg’’s managerial roles.s managerial roles.• Describe KatzDescribe Katz’’s three essential managerial s three essential managerial

skills and how the importance of these skills skills and how the importance of these skills changes depending on managerial level.changes depending on managerial level.

• Discuss the changes that are impacting Discuss the changes that are impacting managermanager’’s jobs.s jobs.

• Explain why customer service and innovation Explain why customer service and innovation are important to the managerare important to the manager’’s job.s job.

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1.4 What Is An Organization? • Explain the characteristics of an organization.Explain the characteristics of an organization.• Describe how todayDescribe how today’’s organizations are s organizations are

structured.structured.1.5 Why Study Management?

• Discuss why itDiscuss why it’’s important to understand s important to understand management.management.

• Explain the universality of management concept.Explain the universality of management concept.• Describe the rewards and challenges of being a Describe the rewards and challenges of being a

manager.manager.

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ManagerManagerSomeone who coordinates and oversees the Someone who coordinates and oversees the

work of other people so that organizational work of other people so that organizational goals can be accomplished. goals can be accomplished.

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First-line ManagersFirst-line ManagersIndividuals who manage the work of non-Individuals who manage the work of non-

managerial employees.managerial employees.Middle ManagersMiddle Managers

Individuals who manage the work of first-line Individuals who manage the work of first-line managers.managers.

Top ManagersTop ManagersIndividuals who are responsible for making Individuals who are responsible for making

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

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Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

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Managerial ConcernsManagerial ConcernsEfficiencyEfficiency

““Doing things rightDoing things right””Getting the most output Getting the most output

for the least inputsfor the least inputsEffectivenessEffectiveness

““Doing the right thingsDoing the right things””Attaining organizational Attaining organizational

goalsgoals

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Three Approaches to Defining What Managers Do. Functions they perform. Roles they play. Skills they need.

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Functions ManagerFunctions Manager’’s Performs PerformPlanningPlanning

Defining goals, establishing strategies to achieve Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate goals, developing plans to integrate and coordinate activities.activities.

OrganizingOrganizingArranging and structuring work to accomplish Arranging and structuring work to accomplish

organizational goals.organizational goals.LeadingLeading

Working with and through people to accomplish goals.Working with and through people to accomplish goals.ControllingControlling

Monitoring, comparing, and correcting work.Monitoring, comparing, and correcting work.

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Roles ManagerRoles Manager’’s Plays 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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Management Roles Management Roles (Mintzberg)(Mintzberg)Interpersonal rolesInterpersonal roles

Figurehead, leader, liaisonFigurehead, leader, liaisonInformational rolesInformational roles

Monitor, disseminator, Monitor, disseminator, spokespersonspokesperson

Decisional rolesDecisional rolesEntrepreneur, disturbance Entrepreneur, disturbance

handler, resource handler, resource allocator, negotiatorallocator, negotiator

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ActionsActionsthoughtful thinkingthoughtful thinkingpractical doingpractical doing

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Interpersonal Roles• Figurehead• Leader• Liaison

Informational Roles• Monitor• Disseminator• Spokesperson

Decisional Roles• Entrepreneur• Disturbance handler• Resource allocator• Negotiator

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Exhibit 1.5 Mintzberg’s Managerial Roles

Adapted from Mintzberg, Henry,The Nature of Managerial Work,1st Edition, © 1980, pp. 93–94..

Skills Managers Need Skills Managers Need Technical skillsTechnical skills

Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific fieldHuman skillsHuman skills

The ability to work well with other peopleThe ability to work well with other peopleConceptual skillsConceptual skills

The ability to think and conceptualize about The ability to think and conceptualize about abstract and complex situations concerning the abstract and complex situations concerning the organizationorganization

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The Increasing Importance of CustomersThe Increasing Importance of CustomersCustomers: the reason that organizations existCustomers: the reason that organizations exist

Managing customer relationships is the Managing customer relationships is the responsibility of all managers and employees.responsibility of all managers and employees.

Consistent high quality customer service is Consistent high quality customer service is essential for survival.essential for survival.

InnovationInnovationDoing things differently, exploring new Doing things differently, exploring new

territory, and taking risksterritory, and taking risksManagers should encourage employees to be Managers should encourage employees to be

aware of and act on opportunities for innovation.aware of and act on opportunities for innovation.

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An Organization DefinedAn Organization DefinedA deliberate arrangement of people to A deliberate arrangement of people to

accomplish some specific purpose (that accomplish some specific purpose (that individuals independently could not accomplish individuals independently could not accomplish alone).alone).

Common Characteristics of OrganizationsCommon Characteristics of OrganizationsHave a distinct purpose (goal)Have a distinct purpose (goal)Composed of peopleComposed of peopleHave a deliberate structureHave a deliberate structure

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The Value of Studying ManagementThe Value of Studying ManagementThe universality of managementThe universality of management

Good management is needed in all organizations.Good management is needed in all organizations.The reality of workThe reality of work

Employees either manage or are managed.Employees either manage or are managed.Rewards and challenges of being a managerRewards 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 Successful managers receive significant monetary rewards for their efforts.rewards for their efforts.

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managermanagerfirst-line managersfirst-line managersmiddle managersmiddle managerstop managerstop managersmanagementmanagementefficiencyefficiencyeffectivenesseffectivenessplanningplanningorganizingorganizingleadingleadingcontrollingcontrolling

management rolesmanagement rolesinterpersonal rolesinterpersonal rolesinformational rolesinformational rolesdecisional rolesdecisional rolestechnical skillstechnical skillshuman skillshuman skillsconceptual skillsconceptual skillsorganizationorganizationuniversality of universality of

managementmanagement