PPT for Dr.X Class_On Tue 09082011

8/6/2019 PPT for Dr.X Class_On Tue 09082011

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ninth editionninth edition

STEPHEN P. ROBBINSSTEPHEN P. ROBBINS

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

MARY COULTERMARY COULTER

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

Management andManagement and

OrganizationsOrganizations


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2007 Prentice Hall, Inc. All rights reserved. 12

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.


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Exhibit 1Exhibit 111 Managerial LevelsManagerial Levels


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What Is Management?What Is Management?

Managerial ConcernsManagerial ConcernsEfficiencyEfficiency

Doing things rightDoing things right

Getting the most outputGetting the most output

for the least inputsfor the least inputs

EffectivenessEffectiveness

Doing the right thingsDoing the right things

Attaining organizationalAttaining organizational

goalsgoals


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Exhibit 1Exhibit 122 Effectiveness and Efficiency in ManagementEffectiveness and Efficiency in Management


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What Do Managers Do?What Do Managers Do?

Functional ApproachFunctional ApproachPlanningPlanning

Defining goals, establishing strategies to achieve goals,Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities.

OrganizingOrganizing

Arranging and structuring work to accomplish organizationalArranging and structuring work to accomplish organizational

goals.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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Exhibit 1Exhibit 133 Management FunctionsManagement Functions


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

Management RolesManagement RolesApproach (Mintzberg)Approach (Mintzberg)

Interpersonal rolesInterpersonal roles

Figurehead, leader, liaisonFigurehead, leader, liaison

Informational rolesInformational roles Monitor, disseminator,Monitor, disseminator,

spokespersonspokesperson

Decisional rolesDecisional roles

Disturbance handler, resourceDisturbance handler, resource

allocator, negotiatorallocator, negotiator


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What Managers Actually Do (Mintzberg)What Managers Actually 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


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

Skills ApproachSkills ApproachTechnical skillsTechnical skills

Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field

Human 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 abstract andThe ability to think and conceptualize about abstract and

complex situations concerning the organizationcomplex situations concerning the organization


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Exhibit 1Exhibit 155 Skills Needed at Different Management LevelsSkills Needed at Different Management Levels


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Exhibit 1Exhibit 166 Conceptual SkillsConceptual Skills

Using information to solve business problemsUsing information to solve business problems Identifying ofopportunities for innovationIdentifying ofopportunities for innovation

Recognizing problem areas and implementingRecognizing problem areas and implementing

solutionssolutions

Selecting critical information frommasses ofSelecting critical information frommasses of

datadata

Understanding ofbusiness uses oftechnologyUnderstanding ofbusiness uses oftechnology

Understanding oforganizations business modelUnderstanding oforganizations business model

Source: Based on American Management Association SurveyofManagerial Skills and

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


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Exhibit 1Exhibit 166 Communication SkillsCommunication Skills

Ability to transform ideas into words and actionsAbility to transform ideas into words and actions Credibility among colleagues, peers, andCredibility among colleagues, peers, and

subordinatessubordinates

Listening and asking questionsListening and asking questions

Presentation skills; spoken formatPresentation skills; spoken format

Presentation skills; written and/or graphicPresentation skills; written and/or graphic

formatsformats




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Exhibit 1Exhibit 166 Effectiveness SkillsEffectiveness Skills

Contributing to corporate mission/departmentalContributing to corporate mission/departmentalobjectivesobjectives

CustomerfocusCustomerfocus

Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel

Negotiating skillsNegotiating skills

Project managementProject management

Reviewing operations and implementingReviewing operations and implementingimprovementsimprovements




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Exhibit 1Exhibit 166 Effectiveness Skills (contd)Effectiveness Skills (contd)



Setting and maintaining performance standardsSetting and maintaining performance standardsinternally and externallyinternally and externally

Setting priorities for attention and activitySetting priorities for attention and activity

Time managementTime management


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Exhibit 1Exhibit 166 Interpersonal Skills (contd)Interpersonal Skills (contd)



Coaching and mentoring skillsCoaching and mentoring skills Diversity skills: working with diverse people andDiversity skills: working with diverse people and

culturescultures

Networking within the organizationNetworking within the organization

Networking outside the organizationNetworking outside the organization

Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment


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Exhibit 1Exhibit 177 Management Skills and Management Function MatrixManagement Skills and Management Function Matrix


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How The Managers Job Is ChangingHow The Managers Job Is Changing

The Increasing Importance ofCustomersThe Increasing Importance ofCustomersCustomers: the reason that organizations existCustomers: the reason that organizations exist

Managing customer relationships is the responsibilityofallManaging customer relationships is the responsibilityofall

managers and employees.managers and employees.

Consistent high quality customer service is essential forConsistent high quality customer service is essential for

survival.survival.

InnovationInnovation

Doing things differently, exploring new territory, andDoing things differently, exploring new territory, and

taking riskstaking 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.


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What Is An Organization?What Is An Organization?

An Organization DefinedAn Organization DefinedA 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).

Common Characteristics ofOrganizationsCommon Characteristics ofOrganizationsHave a distinct purpose (goal)Have a distinct purpose (goal)

Composed ofpeopleComposed ofpeople

Have a deliberate structureHave a deliberate structure


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Exhibit 1Exhibit 199 Characteristics of OrganizationsCharacteristics of Organizations


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Exhibit 1Exhibit 11010 The Changing OrganizationThe Changing Organization


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Why Study Management?Why Study Management?

The Value ofStudying ManagementThe Value ofStudying ManagementThe universalityofmanagementThe universalityofmanagement

Good management is needed in all organizations.Good management is needed in all organizations.

The realityofworkThe realityofwork

Employees eithermanage or are managed.Employees eithermanage or are managed.

Rewards and challenges ofbeing a managerRewards and challenges ofbeing a manager

Management offers challenging, exciting and creativeManagement offers challenging, exciting and creative

opportunities formeaningful and fulfilling work.opportunities formeaningful and fulfilling work.

Successful managers receive significant monetary rewardsSuccessful managers receive significant monetary rewards

for their efforts.for their efforts.


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Exhibit 1Exhibit 11111 Universal Need for ManagementUniversal Need for Management


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Exhibit 1Exhibit 11212 Rewards and Challenges of Being A ManagerRewards and Challenges of Being A Manager


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What is a Leader?What is a Leader?

A Leader is someone in authority to lead othersA Leader is someone in authority to lead othersto accomplish a goal(s). A leader needs to beto accomplish a goal(s). A leader needs to be

able tomotivate others to accomplish a goal(s)able tomotivate others to accomplish a goal(s)

while at the same time encourage others to workwhile at the same time encourage others to work

toward theirown professional goals.toward theirown professional goals.


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3 Styles of Leadership3 Styles of Leadership

AutocraticAutocraticAuthoritarianAuthoritarian

Tells employees/studentsTells employees/studentswhat they want done andwhat they want done andhow to do it (without gettinghow to do it (without gettingthe advice fromothers).the advice fromothers).

Works well ifyou dont haveWorks well ifyou dont havemuch time to accomplishmuch time to accomplishgoals or ifemployees aregoals or ifemployees arewell motivated.well motivated.

Generally, this style is not aGenerally, this style is not agood way to get the bestgood way to get the best

performance from a team.performance from a team.


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Leadership Styles Cont.Leadership Styles Cont.

DemocraticDemocratic

Participative styleParticipative style

The leader involves one ormoreThe leader involves one ormoreemployees/students in the decisionemployees/students in the decisionmaking process (to determine whatmaking process (to determine whatto do and how to do it).to do and how to do it).

Leadermaintains the final decisionLeadermaintains the final decisionmaking authority.making authority.

Allows everyone to be part ofaAllows everyone to be part ofateamteameveryone feels that theyeveryone feels that theyhave participated and contributed.have participated and contributed.

Encourages participation, delegatesEncourages participation, delegateswisely, values group discussion.wisely, values group discussion.

Motivates by empowering membersMotivates by empowering membersto direct themselves and guidesto direct themselves and guidesw/a loose reign.w/a loose reign.

NegativeNegativeeverything is a matterofeverything is a matterofgroup discussion and decisiongroup discussion and decisiondoesnt really lead.doesnt really lead.


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Managers vs. LeadersManagers vs. Leaders Managers are people who doManagers are people who do

things right, while leaders arethings right, while leaders are

people who do the right thing.people who do the right thing.

Warren BennisWarren Bennis


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Leadership GoalsLeadership Goals

Leadership style is the manner and approach ofproviding direction,Leadership style is the manner and approach ofproviding direction,

implementing plans, and motivating people.implementing plans, and motivating people.

Leaders vary their styles. A leader is not strictlyone or anotherLeaders vary their styles. A leader is not strictlyone or another

style. Most leaders use all three styles; one style, however,style. Most leaders use all three styles; one style, however,

becomes the dominate one.becomes the dominate one.

Positive Leaders use rewards (independence, education) toPositive Leaders use rewards (independence, education) to

motivate employees.motivate employees.

Negative Leaders use penalties with employees. These leaders actNegative Leaders use penalties with employees. These leaders act

domineering and superior w/people. Negative penalties include:domineering and superior w/people. Negative penalties include:

days offwithout pay, reprimanding in front ofothers, assigningdays offwithout pay, reprimanding in front ofothers, assigning

unpleasant job tasks.unpleasant job tasks.


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Class AssignmentClass Assignment

Form a group consisting of5 studentsForm a group consisting of5 students

Each group has to choose one leader and thenEach group has to choose one leader and then

analyseanalyse his or her leadership style (autocratic,his or her leadership style (autocratic,

participative, orfreeparticipative, orfree--rein)rein) Give a PowerPoint presentation at the end oftheGive a PowerPoint presentation at the end ofthe

ClassClass

The scores will be given to a group with creativeThe scores will be given to a group with creative

ideasideas and analysesand analyses


PPT for Dr.X Class_On Tue 09082011

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