Management: Introduction To Management and Organizations

Management tenth edition
Stephen P. Robbins Mary Coulter
Chapter
Introduction to
Management
1 and
Organizations
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
11
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
Explain how managers differ from non-managerial
employees.
Describe how to classify managers in organizations.
1.2 What Is Management?
Define management.
Explain why efficiency and effectiveness are important
to management.

12
Learning Outcomes
1.3 What Do Managers Do?
Describe the four functions of management.
Explain Mintzbergs managerial roles.
Describe Katzs three essential managerial skills and
how the importance of these skills changes
depending on managerial level.
Discuss the changes that are impacting managers
jobs.
Explain why customer service and innovation are
important to the managers job.
13
Learning Outcomes
1.4 What Is An Organization?
Explain the characteristics of an organization.
Describe how todays organizations are structured.
1.5 Why Study Management?
Discuss why its important to understand
management.
Explain the universality of management concept.
Describe the rewards and challenges of being a
manager.

14
Who Are Managers?
Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

15
Classifying Managers
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.

16
Exhibit 12 Managerial Levels

17
What Is Management?
Management involves coordinating and

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

18
What Is Management?
Managerial Concerns
Efficiency
Doing things right
Getting the most output
for the least inputs
Effectiveness
Doing the right things
Attaining organizational
goals

19
Exhibit 13 Effectiveness and Efficiency in
Management

110
What Managers Do?
Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.

111
What Managers Do?
Functions Managers Perform
Planning
Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizational
goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting work.

112
Exhibit 14 Management Functions

113
What Managers Do?
Roles Managers Play
Roles are specific actions or behaviors expected of a
manager.
Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of information,
and decision making.

114
What Managers Do?
Management Roles
(Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Entrepreneur, disturbance
handler, resource allocator,
negotiator

115
Exhibit 1.5 Mintzbergs Managerial Roles
Interpersonal Roles
Figurehead
Leader
Liaison
Interpersonal Roles
Monitor
Disseminator
Spokesperson
Decisional Roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, 1980, pp. 9394..
116
What Managers Do?
Skills Managers Need

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

117
Exhibit 16 Skills Needed at Different
Management Levels

118
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

119
Exhibit 19 Characteristics of Organizations

120
Why Study Management?
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.

121
Exhibit 110 Universal Need for Management

122
Exhibit 111 Rewards and Challenges of
Being A Manager

123
Terms to Know
manager management roles
first-line managers interpersonal roles
middle managers informational roles
top managers decisional roles
management technical skills
efficiency human skills
effectiveness conceptual skills
planning organization
organizing universality of
leading management
controlling
124

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Management tenth edition

Stephen P. Robbins Mary Coulter

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Management involves coordinating and

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Skills Managers Need

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall

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