ninth edition

STEPHEN P. ROBBINS MARY COULTER

Chapter Introduction to
1 Management and
Organizations

2007 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
 LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

What Is Management?
What Do Managers Do?
What Is An Organization?
Why Study Management?

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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?
Manage
to succeed in doing something, especially
something difficult

Management
is the act of coordinating the efforts of people
to accomplish desired goals and objectives
using available resources efficiently and
effectively

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 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

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 Exhibit 12 Effectiveness and Efficiency in Management

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 What Do Managers Do?
Functional Approach
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.

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 Exhibit 13 Management Functions

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

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 What Managers Actually Do (Mintzberg)
Interaction
with others
with the organization
with the external context
of the organization
Reflection
thoughtful thinking
Action
practical doing

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 What Do Managers Do? (contd)
Skills Approach
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

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 Exhibit 15 Skills Needed at Different Management Levels

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 Exhibit 16 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

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.
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 Exhibit 16 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

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.
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 Exhibit 16 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

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.
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 Exhibit 16 Effectiveness Skills (contd)

Setting and maintaining performance standards

internally and externally
Setting priorities for attention and activity
Time management

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.
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 Exhibit 16 Interpersonal Skills (contd)

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

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.
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 Exhibit 17 Management Skills and Management Function Matrix

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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.

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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

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 Why Study Management?
The more efficient and effective
use of scarce resources that
organizations make of those
resources, the greater the
relative well being and
prosperity of people in that
society.
hepls people deal with their
bossess and coworkers
opens a path to a well paying
job and a satisfying career
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 Exhibit 111 Universal Need for Management

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 Exhibit 112 Rewards and Challenges of Being A Manager

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 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

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