ninth edition

STEPHEN P. ROBBINS

MARY COULTER

Chapter

1
2007 Prentice Hall, Inc. All rights reserved.

Introduction to Management and Organizations

PowerPoint Presentation by Charlie Cook The University of West Alabama

OVERVIEW OF MANAGEMENT
Management is achievement of organisational goals through the major functions of Planning, Organising, Leading and Controlling.

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Management: Definitions

Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aim(s) viz. to create a surplus(s). .
Weihrich & Koontz

Management is not an absolute; rather it is socially and culturally determined. Across all cultures and in all societies, people coming together to perform certain collective acts encounter common problems having to do with establishing direction, coordination and motivation. Culture affects how these problems are perceived and resolved. The
Art of Japanese Management by R. Pascale & A. Athos .

Management: Definition ctd.

Applies to and through any kind of organization Applies to Managers at all levels Concerned with Doing the right things right at all times: 1. Effectiveness: Achievement of objectives (Right Things); 2. Efficiency: Achieving those objectives with least amount/ sacrifice of resources (Things Right); 3. Continuous Improvement: in creating increasing surplus (at all times); Improve or die = survival of the fittest what gets measured, gets managed and improved e.g. Productivity= Output / Input ratio

OVERVIEW OF MANAGEMENT
Achievement of organisational goals via:

1. Planning 2. Organising

3. Leading

4. Controlling
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Who Are Managers?

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

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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.

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Exhibit 11 Managerial Levels

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What Is Management?
Managerial Concerns
Efficiency
Doing

things right Getting the most output for the least inputs
the right things Attaining organizational goals

Effectiveness
Doing

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Exhibit 12 Effectiveness and Efficiency in Management

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Management: Roles & Skills

Management - what managers do:

Fredrick Taylors path-breaking scientific approach Henri Fayols classical definition of functions, now modified to:

Plan -- Organize -- Lead(Command&Coordinate) -- Control

Mintzbergs map of managerial roles:

Interpersonal + Informational + Decisional

Katzs interpretation of skills:

Technical / Human / Conceptual

What Do Managers Do?

Functional Approach (Henri Fayols)
Planning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Arranging and structuring work to accomplish organizational goals. Working with and through people to accomplish goals.

Organizing

Leading

Controlling

Monitoring, comparing, and correcting work.

2007 Prentice Hall, Inc. All rights reserved.

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Management: roles & skills ctd.

Managerial Roles (Mintzberg)
Role
Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Trouble shooter Resource allocator Negotiator

Description
symbolic head; required to show face in social & legal conditions. Motivating & directing subordinates Networking outside for information & favours

Examples
Ceremonial, Civic etc. project plan Industry group meets

nerve centre and interpretator networking within the organization Transmit intent to outsiders; expert Opportunity finding& reacting Handling unexpected disturbance Initiating/approving changes Getting best deal for Organization

Reports Meetings etc. Board Meets

Strategy Plan Contingency Budgeting Contracts

Management: roles & skills

Managerial Skills(Katz & others)

Technical Skills:
Application of specialized knowledge or expertise acquired though formal training & its use.

Skills Needed

Board Exec.

Human Skills:
Ability to work with people, understand and motivate groups & individuals.

Conceptual Skills:
Mental ability to recognize, analyze, diagnose and think through complex situations.

Mgr.
Supr.

VERTICAL DIFFERENCES IN MANAGEMENT ROLES

Top managersplanning, conceptual skills

Middle managersmixed skill needs

First line managers/supervisorsleading, technical skills

Operational level staff

Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin

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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 organizations business model

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Communication Skills

Ability to transform ideas into words and actions Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formats

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Effectiveness Skills

Contributing to corporate mission/departmental objectives Customer focus Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvements

Setting and maintaining performance standards internally and externally

Setting priorities for attention and activity Time management

2007 Prentice Hall, Inc. All rights reserved.

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Interpersonal Skills

Coaching and mentoring skills

Diversity skills: working with diverse people and cultures

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

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How The Managers Job Is Changing

The Increasing Importance of Customers
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
Doing things differently, exploring new territory, and taking risks

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

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 18 Changes Impacting the Managers Job

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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

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Exhibit 19 Characteristics of Organizations

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Exhibit 110 The Changing Organization

2007 Prentice Hall, Inc. All rights reserved.

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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.

2007 Prentice Hall, Inc. All rights reserved.

125

Exhibit 111 Universal Need for Management

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 112 Rewards and Challenges of Being A Manager

2007 Prentice Hall, Inc. All rights reserved.

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Terms to Know
manager first-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

2007 Prentice Hall, Inc. All rights reserved.

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