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    Management 9e. - Robbins and Coulter

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    nethsara
    This document provides an overview of management concepts including: - Defining management as the process of getting work done through others to accomplish organizational goals. - Describing key management functions like planning, organizing, leading, and controlling. - Explaining that managers at different levels (first-line, middle, top) have varying responsibilities and skill requirements. - Noting the universal need for management in all organizations and how the manager's job is changing with trends like increased flexibility, digital technology, empowering leadership, and team-based work.

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    Management 9e. - Robbins and Coulter

    Uploaded by

    nethsara
    17 views7 pages
    This document provides an overview of management concepts including: - Defining management as the process of getting work done through others to accomplish organizational goals. - Describing key management functions like planning, organizing, leading, and controlling. - Explaining that managers at different levels (first-line, middle, top) have varying responsibilities and skill requirements. - Noting the universal need for management in all organizations and how the manager's job is changing with trends like increased flexibility, digital technology, empowering leadership, and team-based work.

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    Management 9e.- Robbins and Coulter

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    This document provides an overview of management concepts including: - Defining management as the process of getting work done through others to accomplish organizational goals. - Describing key management functions like planning, organizing, leading, and controlling. - Explaining that managers at different levels (first-line, middle, top) have varying responsibilities and skill requirements. - Noting the universal need for management in all organizations and how the manager's job is changing with trends like increased flexibility, digital technology, empowering leadership, and team-based work.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    17 views7 pages

    Management 9e. - Robbins and Coulter

    Uploaded by

    nethsara
    This document provides an overview of management concepts including: - Defining management as the process of getting work done through others to accomplish organizational goals. - Describing key management functions like planning, organizing, leading, and controlling. - Explaining that managers at different levels (first-line, middle, top) have varying responsibilities and skill requirements. - Noting the universal need for management in all organizations and how the manager's job is changing with trends like increased flexibility, digital technology, empowering leadership, and team-based work.

    Copyright:

    © All Rights Reserved
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    Download as pdf or txt
    of 7

    Contents

    Introduction to Management
    • Characteristics of Organizations
    MGS 1101 - Management Theory and Practice • What is Management?
    Department of Management Studies • Who are managers?
    • Management Functions
    • What Do Managers Do?
    • Managerial Skills
    • Universal Need for Management

    Characteristics of Organizations 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
    What is Management? Management: Key Words

    ‘Management is the process of getting things • Organizational Goals

    done, effectively and efficiently, through and with • Organizational Resources


    other people.’ • Efficiency
    Robbins et al (2011: 06)
    • Effectiveness

    • Productivity

    • A process

    • Business Environment

    What is Management? Goals


    o Goals are the basic and fundamental
    elements of any organization
    o Example: To address a social need

    o A goal is a desired future state that the


    organization attempts to realize.
    What Is Management? Effectiveness and Efficiency in Management

    • Managerial Concerns
     Efficiency
     “Doing things right”
    – Getting the most output
    for the least inputs
     Effectiveness
     “Doing the right things”
    – Attaining organizational
    goals

    Efficiency & Effectiveness: The matrix Who Are Managers?


    Low Efficiency High • Manager
    Low Efficiency/ Low High Efficiency/Low  Someone who coordinates and oversees the work of
    Low

    Effectiveness Effectiveness
    other people so that organizational goals can be
    o Not reaching goals and o Not reaching goals and accomplished.
    Effectiveness

    wasting resources not wasting resources  In simple terms, a manager is an individual who
    achieves goals through other people.
     Example: Sales Manager
    Low Efficiency/High High Efficiency/High
    Effectiveness Effectiveness
    High

    o Reaching goals and o Reaching goals and not


    wasting resources wasting resources
    Classifying Managers Managerial Levels
    • First-line Managers
     Individuals who manage the work of non-managerial
    employees.
    • Middle Managers
     Individuals who manage the work of first-line
    managers.
    • Top Managers
     Individuals who are responsible for making
    organization-wide decisions and establishing plans
    and goals that affect the entire organization.

    Management Functions What Do Managers Do?


    • Functional Approach
    Planning  Planning
     Defining goals, establishing strategies to achieve goals,
    developing plans to integrate and coordinate activities.
    Organizing  Organizing
     Arranging and structuring work to accomplish organizational
    goals.
    Leading  Leading
     Working with and through people to accomplish goals.
     Controlling
    Controlling  Monitoring, comparing, and correcting work.
    Management Functions What Do Managers Do? (cont’d)
    • Management Roles
    Approach (Mintzberg)
     Interpersonal roles
     Figurehead, leader, liaison
     Informational roles
     Monitor, disseminator,
    spokesperson
     Decisional roles
     Disturbance handler, resource
    allocator, negotiator

    Managerial Skills Skills Needed at Different Management Levels


     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
    Changes Impacting Why Study Management?
    the Manager’s Job
    • 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 rewards
    for their efforts.

    Universal Need for Management Managers and the new workplace


    Characteristics The old The new
    workplace workplace
    Work Structured Flexible

    Technology Mechanical Digital

    Leadership Autocratic Empowering

    Doing work By individuals By teams

    Relationships Conflict, Collaboration


    Competition
    Daft (2009: 22)
    Managerial challenges in the 21st century

    Managing Change

    Managing Resources
    Thank You
    Managing Strategically

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