Introduction of managment

7/25/2019 Introduction of managment

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ninth edition

STEPHEN P. ROBBINS

2007 Prentice Hall, Inc. 2007 Prentice Hall, Inc.All rights reserved.All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of est !laba"aThe University of est !laba"a

#!R$ COU%TER

Introd&'tion toIntrod&'tion to

#ana(e"ent and#ana(e"ent and

Or(ani)ationsOr(ani)ations

Cha*terCha*ter

++


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2007 Prentice Hall, Inc. All rightsreserved.

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% E ! R N I N , O U T % I N E% E ! R N I N , O U T % I N EFollow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

ho !re #ana(ers-ho !re #ana(ers-

E*lain how "ana(ers differ fro" non/"ana(erialE*lain how "ana(ers differ fro" non/"ana(erial

e"*loyees.e"*loyees.

0es'ribe how to 'lassify "ana(ers in or(ani)ations.0es'ribe how to 'lassify "ana(ers in or(ani)ations.

hat Is #ana(e"ent-hat Is #ana(e"ent-

0efine "ana(e"ent.0efine "ana(e"ent.

E*lain why effi'ien'y and effe'tiveness are i"*ortant toE*lain why effi'ien'y and effe'tiveness are i"*ortant to

"ana(e"ent."ana(e"ent.


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% E ! R N I N , O U T % I N E 1'ont2d3% E ! R N I N , O U T % I N E 1'ont2d3Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

hat 0o #ana(ers 0o-hat 0o #ana(ers 0o-

0es'ribe the fo&r f&n'tions of "ana(e"ent.0es'ribe the fo&r f&n'tions of "ana(e"ent.

E*lain #int)ber(2s "ana(erial roles.E*lain #int)ber(2s "ana(erial roles.

0es'ribe 4at)2s three essential "ana(erial skills and how0es'ribe 4at)2s three essential "ana(erial skills and howthe i"*ortan'e of these skills 'han(es de*endin( onthe i"*ortan'e of these skills 'han(es de*endin( on

"ana(erial level."ana(erial level.

0is'&ss the 'han(es that are i"*a'tin( "ana(ers2 5obs.0is'&ss the 'han(es that are i"*a'tin( "ana(ers2 5obs.

E*lain why '&sto"er servi'e and innovation areE*lain why '&sto"er servi'e and innovation arei"*ortant to the "ana(er2s 5ob.i"*ortant to the "ana(er2s 5ob.


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% E ! R N I N , O U T % I N E 1'ont2d3% E ! R N I N , O U T % I N E 1'ont2d3Follow this Learning Outline as you read and study this chapter.Follow this Learning Outline as you read and study this chapter.

hat Is !n Or(ani)ation-hat Is !n Or(ani)ation-

0es'ribe the 'hara'teristi's of an or(ani)ation.0es'ribe the 'hara'teristi's of an or(ani)ation.

E*lain how the 'on'e*t of an or(ani)ation is 'han(in(.E*lain how the 'on'e*t of an or(ani)ation is 'han(in(.

hy St&dy #ana(e"ent-hy St&dy #ana(e"ent-

E*lain the &niversality of "ana(e"ent 'on'e*t.E*lain the &niversality of "ana(e"ent 'on'e*t.

0is'&ss why an &nderstandin( of "ana(e"ent is0is'&ss why an &nderstandin( of "ana(e"ent is

i"*ortant.i"*ortant.

0es'ribe the rewards and 'hallen(es of bein( a "ana(er.0es'ribe the rewards and 'hallen(es of bein( a "ana(er.


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15

ho !re #ana(ers-ho !re #ana(ers-

ManagerManager

!"e!ne #h! c!!rdinates and !versees the #!r$ !%!"e!ne #h! c!!rdinates and !versees the #!r$ !%

!ther &e!&le s! that !rgani'ati!nal g!als can (e!ther &e!&le s! that !rgani'ati!nal g!als can (e

acc!"&lished.acc!"&lished.


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Classifyin( #ana(ersClassifyin( #ana(ers

*irst+line Managers*irst+line Managers

Individals #h! "anage the #!r$ !% n!n+"anagerialIndividals #h! "anage the #!r$ !% n!n+"anagerial

e"&l!-ees.e"&l!-ees.

Middle ManagersMiddle Managers

Individals #h! "anage the #!r$ !% %irst+lineIndividals #h! "anage the #!r$ !% %irst+line"anagers."anagers.

!& Managers!& Managers

Individals #h! are res&!nsi(le %!r "a$ingIndividals #h! are res&!nsi(le %!r "a$ing

!rgani'ati!n+#ide decisi!ns and esta(lishing &lans!rgani'ati!n+#ide decisi!ns and esta(lishing &lansand g!als that a%%ect the entire !rgani'ati!n.and g!als that a%%ect the entire !rgani'ati!n.


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Ehibit +6+Ehibit +6+ #ana(erial %evels#ana(erial %evels


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hat Is #ana(e"ent-hat Is #ana(e"ent-

Managerial !ncernsManagerial !ncerns

%%icienc-%%icienc- !ing things right!ing things right

etting the "!st !t&tetting the "!st !t&t

%!r the least in&ts%!r the least in&ts

%%ectiveness%%ectiveness !ing the right things!ing the right things

Attaining !rgani'ati!nalAttaining !rgani'ati!nal

g!alsg!als


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Ehibit +67Ehibit +67 Effe'tiveness and Effi'ien'y in #ana(e"entEffe'tiveness and Effi'ien'y in #ana(e"ent


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hat 0o #ana(ers 0o-hat 0o #ana(ers 0o-

*ncti!nal A&&r!ach*ncti!nal A&&r!ach

PlanningPlanning e%ining g!als, esta(lishing strategies t! achieve g!als,e%ining g!als, esta(lishing strategies t! achieve g!als,

devel!&ing &lans t! integrate and c!!rdinate activities.devel!&ing &lans t! integrate and c!!rdinate activities.

rgani'ingrgani'ingArranging and strctring #!r$ t! acc!"&lish !rgani'ati!nalArranging and strctring #!r$ t! acc!"&lish !rgani'ati!nal

g!als.g!als.

8eading8eading 9!r$ing #ith and thr!gh &e!&le t! acc!"&lish g!als.9!r$ing #ith and thr!gh &e!&le t! acc!"&lish g!als.

!ntr!lling!ntr!lling M!nit!ring, c!"&aring, and c!rrecting #!r$.M!nit!ring, c!"&aring, and c!rrecting #!r$.


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Ehibit +68Ehibit +68 #ana(e"ent 9&n'tions#ana(e"ent 9&n'tions


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hat 0o #ana(ers 0o- 1'ont2d3hat 0o #ana(ers 0o- 1'ont2d3

Manage"ent :!lesManage"ent :!les

A&&r!ach ;Mint'(erg


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hat #ana(ers !'t&ally 0o 1#int)ber(3hat #ana(ers !'t&ally 0o 1#int)ber(3

Interacti!nInteracti!n

#ith !thers#ith !thers

#ith the !rgani'ati!n#ith the !rgani'ati!n

#ith the e=ternal c!nte=t#ith the e=ternal c!nte=t

!% the !rgani'ati!n!% the !rgani'ati!n :e%lecti!n:e%lecti!n

th!ght%l thin$ingth!ght%l thin$ing

Acti!nActi!n

&ractical d!ing&ractical d!ing


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hat 0o #ana(ers 0o- 1'ont2d3hat 0o #ana(ers 0o- 1'ont2d3

$ills A&&r!ach$ills A&&r!ach

echnical s$illsechnical s$ills >n!#ledge and &r!%icienc- in a s&eci%ic %ield>n!#ledge and &r!%icienc- in a s&eci%ic %ield

H"an s$illsH"an s$ills he a(ilit- t! #!r$ #ell #ith !ther &e!&lehe a(ilit- t! #!r$ #ell #ith !ther &e!&le

!nce&tal s$ills!nce&tal s$ills he a(ilit- t! thin$ and c!nce&tali'e a(!t a(stract andhe a(ilit- t! thin$ and c!nce&tali'e a(!t a(stract and

c!"&le= sitati!ns c!ncerning the !rgani'ati!nc!"&le= sitati!ns c!ncerning the !rgani'ati!n


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Ehibit +6:Ehibit +6: Skills Needed at 0ifferent #ana(e"ent %evelsSkills Needed at 0ifferent #ana(e"ent %evels


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2007 Prentice Hall, Inc. All rightsreserved. 11)

Ehibit +6;Ehibit +6; Con'e*t&al SkillsCon'e*t&al Skills

?sing in%!r"ati!n t! s!lve (siness &r!(le"s?sing in%!r"ati!n t! s!lve (siness &r!(le"s

Identi%-ing !% !&&!rtnities %!r inn!vati!nIdenti%-ing !% !&&!rtnities %!r inn!vati!n

:ec!gni'ing &r!(le" areas and i"&le"enting:ec!gni'ing &r!(le" areas and i"&le"enting

s!lti!nss!lti!ns

electing critical in%!r"ati!n %r!" "asses !%electing critical in%!r"ati!n %r!" "asses !%

datadata

?nderstanding !% (siness ses !% techn!l!g-?nderstanding !% (siness ses !% techn!l!g-

?nderstanding !% !rgani'ati!n@s (siness "!del?nderstanding !% !rgani'ati!n@s (siness "!del

Source:ased !n A"erican Manage"ent Ass!ciati!n rve- !% Managerial $ills and

!"&etencies, MarchBA&ril 2000, %!nd !n AMA 9e( site ;www.ama.org


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2007 Prentice Hall, Inc. All rightsreserved. 117

Ehibit +6;Ehibit +6; Co""&ni'ation SkillsCo""&ni'ation Skills

A(ilit- t! trans%!r" ideas int! #!rds and acti!nsA(ilit- t! trans%!r" ideas int! #!rds and acti!ns

redi(ilit- a"!ng c!lleages, &eers, andredi(ilit- a"!ng c!lleages, &eers, and

s(!rdinatess(!rdinates

8istening and as$ing Cesti!ns8istening and as$ing Cesti!ns Presentati!n s$illsD s&!$en %!r"atPresentati!n s$illsD s&!$en %!r"at

Presentati!n s$illsD #ritten andB!r gra&hicPresentati!n s$illsD #ritten andB!r gra&hic

%!r"ats%!r"ats




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2007 Prentice Hall, Inc. All rightsreserved. 11/

Ehibit +6;Ehibit +6; Effe'tiveness SkillsEffe'tiveness Skills

!ntri(ting t! c!r&!rate "issi!nBde&art"ental!ntri(ting t! c!r&!rate "issi!nBde&art"ental

!(Eectives!(Eectives

st!"er %!csst!"er %!cs

Mltitas$ingF #!r$ing at "lti&le tas$s in &arallelMltitas$ingF #!r$ing at "lti&le tas$s in &arallel

Geg!tiating s$illsGeg!tiating s$ills

Pr!Eect "anage"entPr!Eect "anage"ent

:evie#ing !&erati!ns and i"&le"enting:evie#ing !&erati!ns and i"&le"entingi"&r!ve"entsi"&r!ve"ents




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Ehibit +6;Ehibit +6; Effe'tiveness Skills 1'ont2d3Effe'tiveness Skills 1'ont2d3




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Ehibit +6;Ehibit +6; Inter*ersonal Skills 1'ont2d3Inter*ersonal Skills 1'ont2d3




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Ehibit +6


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How The #ana(er2s =ob Is Chan(in(How The #ana(er2s =ob Is Chan(in(

he Increasing I"&!rtance !% st!"ershe Increasing I"&!rtance !% st!"ers

st!"ersF the reas!n that !rgani'ati!ns e=istst!"ersF the reas!n that !rgani'ati!ns e=ist Managing cst!"er relati!nshi&s is the res&!nsi(ilit- !% allManaging cst!"er relati!nshi&s is the res&!nsi(ilit- !% all

"anagers and e"&l!-ees."anagers and e"&l!-ees.

!nsistent high Calit- cst!"er service is essential %!r!nsistent high Calit- cst!"er service is essential %!r

srvival.srvival.

Inn!vati!nInn!vati!n

!ing things di%%erentl-, e=&l!ring ne# territ!r-, and!ing things di%%erentl-, e=&l!ring ne# territ!r-, and

ta$ing ris$sta$ing ris$s

Managers sh!ld enc!rage e"&l!-ees t! (e a#are !% andManagers sh!ld enc!rage e"&l!-ees t! (e a#are !% andact !n !&&!rtnities %!r inn!vati!n.act !n !&&!rtnities %!r inn!vati!n.


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Ehibit +6>Ehibit +6>

Chan(es I"*a'tin(Chan(es I"*a'tin(

the #ana(er2s =obthe #ana(er2s =ob


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hat Is !n Or(ani)ation-hat Is !n Or(ani)ation-

An rgani'ati!n e%inedAn rgani'ati!n e%ined

A deli(erate arrange"ent !% &e!&le t! acc!"&lishA deli(erate arrange"ent !% &e!&le t! acc!"&lish

s!"e s&eci%ic &r&!se ;that individals inde&endentl-s!"e s&eci%ic &r&!se ;that individals inde&endentl-

c!ld n!t acc!"&lish al!ne


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Ehibit +6?Ehibit +6? Chara'teristi's of Or(ani)ationsChara'teristi's of Or(ani)ations


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2007 Prentice Hall, Inc. All rightsreserved. 12)

Ehibit +6+@Ehibit +6+@ The Chan(in( Or(ani)ationThe Chan(in( Or(ani)ation


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hy St&dy #ana(e"ent-hy St&dy #ana(e"ent-

he ale !% td-ing Manage"enthe ale !% td-ing Manage"ent

he niversalit- !% "anage"enthe niversalit- !% "anage"ent

!!d "anage"ent is needed in all !rgani'ati!ns.!!d "anage"ent is needed in all !rgani'ati!ns.

he realit- !% #!r$he realit- !% #!r$

"&l!-ees either "anage !r are "anaged."&l!-ees either "anage !r are "anaged.

:e#ards and challenges !% (eing a "anager:e#ards and challenges !% (eing a "anager

Manage"ent !%%ers challenging, e=citing and creativeManage"ent !%%ers challenging, e=citing and creative

!&&!rtnities %!r "eaning%l and %l%illing #!r$.!&&!rtnities %!r "eaning%l and %l%illing #!r$.

ccess%l "anagers receive signi%icant "!netar- re#ardsccess%l "anagers receive signi%icant "!netar- re#ards

%!r their e%%!rts.%!r their e%%!rts.


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2007 Prentice Hall, Inc. All rightsreserved. 12/

Ehibit +6++Ehibit +6++ Universal Need for #ana(e"entUniversal Need for #ana(e"ent


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Ehibit +6+7Ehibit +6+7 Rewards and Challen(es of Bein( ! #ana(erRewards and Challen(es of Bein( ! #ana(er


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2007 Prentice Hall Inc All rightsreser ed 130

Ter"s to 4nowTer"s to 4now

"anager"anager

%irst+line "anagers%irst+line "anagers

"iddle "anagers"iddle "anagers

t!& "anagerst!& "anagers

"anage"ent"anage"ent

e%%icienc-e%%icienc-

e%%ectivenesse%%ectiveness

&lanning&lanning

!rgani'ing!rgani'ing leadingleading

c!ntr!llingc!ntr!lling

"anage"ent r!les"anage"ent r!les

inter&ers!nal r!lesinter&ers!nal r!les

in%!r"ati!nal r!lesin%!r"ati!nal r!les

decisi!nal r!lesdecisi!nal r!les

technical s$illstechnical s$ills

h"an s$illsh"an s$ills

c!nce&tal s$illsc!nce&tal s$ills

!rgani'ati!n!rgani'ati!n

niversalit- !%niversalit- !%"anage"ent"anage"ent

Introduction of managment

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