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LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter.

Who Are Managers? ninth edition

STEPHEN P. ROBBINS

MARY COULTER

• Explain how managers differ from nonnon-managerial employees. • Describe how to classify managers in organizations.

What Is Management? Chapter

1

Introduction to Management and Organizations

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

PowerPoint Presentation by Charlie Cook The University of West Alabama

L E A R N I N G O U T L I N E (cont’ (cont’d)

Follow this Learning Outline as you read and study this chapter.

What Do Managers Do?

What Is An Organization?

• Describe the four functions of management.

• Describe the characteristics of an organization.

• Explain Mintzberg’ Mintzberg’s managerial roles.

• Explain how the concept of an organization is changing.

• Describe Katz’ Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.

Why Study Management? • Explain the universality of management concept. • Discuss why an understanding of management is important.

• Discuss the changes that are impacting managers’ managers’ jobs. • Explain why customer service and innovation are important to the manager’ manager’s job.

1–2

• Describe the rewards and challenges of being a manager.

1–3

1–4

1

Who Are Managers?

Classifying Managers

• Manager

• FirstFirst-line Managers

¾ Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

¾ Individuals who manage the work of nonnon-managerial employees.

• Middle Managers ¾ Individuals who manage the work of firstfirst-line managers.

• Top Managers ¾ Individuals who are responsible for making organizationorganization-wide decisions and establishing plans and goals that affect the entire organization.

1–5

1–6

What Is Management?

Exhibit 1– 1–1 Managerial Levels

• Managerial Concerns ¾ Efficiency “Doing

things right” right” – Getting the most output for the least inputs

¾ Effectiveness “Doing

the right things” things” – Attaining organizational goals

1–7

1–8

2

What Do Managers Do?

Exhibit 1– 1–2 Effectiveness and Efficiency in Management

• Functional Approach ¾ Planning Defining

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

¾ Organizing Arranging

and structuring work to accomplish organizational

goals.

¾ Leading Working

with and through people to accomplish goals.

¾ Controlling Monitoring,

1–9

Exhibit 1– 1–3 Management Functions

comparing, and correcting work.

1–10

What Do Managers Do? (cont’ (cont’d) • Management Roles Approach (Mintzberg (Mintzberg)) ¾ Interpersonal roles Figurehead,

leader, liaison

¾ Informational roles Monitor,

disseminator, spokesperson

¾ Decisional roles Disturbance

handler, resource allocator, allocator, negotiator

1–11

1–12

3

What Managers Actually Do (Mintzberg (Mintzberg))

What Do Managers Do? (cont’ (cont’d)

• Interaction

• Skills Approach

¾ with others ¾ with the organization ¾ with the external context of the organization

¾ Technical skills Knowledge

and proficiency in a specific field

¾ Human skills The

ability to work well with other people

¾ Conceptual skills

• Reflection

The

ability to think and conceptualize about abstract and complex situations concerning the organization

¾ thoughtful thinking

• Action ¾ practical doing

1–13

Exhibit 1– 1–5 Skills Needed at Different Management Levels

1–14

Exhibit 1– 1–6 Conceptual Skills

• Using information to solve business problems • Identifying of opportunities for innovation • Recognizing problem areas and implementing solutions • Selecting critical information from masses of data • Understanding of business uses of technology • Understanding of organization’ organization’s 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.

1–15

1–16

4

Exhibit 1– 1–6 Communication Skills

Exhibit 1– 1–6 Effectiveness Skills

• Ability to transform ideas into words and actions

• Contributing to corporate mission/departmental objectives

• Credibility among colleagues, peers, and subordinates

• Customer focus • Multitasking: working at multiple tasks in parallel

• Listening and asking questions

• Negotiating skills

• Presentation skills; spoken format

• Project management

• Presentation skills; written and/or graphic formats

• Reviewing operations and implementing improvements

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.

1–17

Exhibit 1– 1–6 Effectiveness Skills (cont’ (cont’d)

Exhibit 1– 1–6 Interpersonal Skills (cont’ (cont’d)

• Setting and maintaining performance standards internally and externally

• Coaching and mentoring skills

1–18

• Setting priorities for attention and activity

• Diversity skills: working with diverse people and cultures

• Time management

• Networking within the organization • Networking outside the organization • Working in teams; cooperation and commitment

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.

1–19

1–20

5

Exhibit 1– 1–7 Management Skills and Management Function Matrix

How The Manager’ Manager’s Job Is Changing • The Increasing Importance of Customers ¾ Customers: 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 ¾ Doing things differently, exploring new territory, and taking risks Managers

should encourage employees to be aware of and act on opportunities for innovation.

1–21

Exhibit 1– 1–8 Changes Impacting the Manager’ Manager’s Job

1–22

What Is An Organization? • An Organization Defined ¾ A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).

• Common Characteristics of Organizations ¾ Have a distinct purpose (goal) ¾ Composed of people ¾ Have a deliberate structure

1–23

1–24

6

Exhibit 1– 1–10 The Changing Organization

Exhibit 1– 1–9 Characteristics of Organizations

1–25

Why Study Management?

1–26

Exhibit 1– 1–11 Universal Need for Management

• The Value of Studying Management ¾ The universality of management Good

management is needed in all organizations.

¾ The reality of work Employees

either manage or are managed.

¾ Rewards and challenges of being a manager Management

offers challenging, exciting and creative opportunities for meaningful and fulfilling work.

Successful

managers receive significant monetary rewards for their efforts.

1–27

1–28

7

Exhibit 1– 1–12 Rewards and Challenges of Being A Manager

Terms to Know • • • • • • • • • • •

1–29

manager firstfirst-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling

• • • • • • • • •

management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management

1–30

8

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