ninth edition

STEPHEN P. ROBBINS

MARY COULTER

Management and Organizations

2007 Prentice Hall, Inc. All rights reserved.

PowerPoint Presentation by Charlie Cook The University of West Alabama

Who Are Managers?

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

2007 Prentice Hall, Inc. All rights reserved.

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Classifying Managers
First-line Managers First Individuals who manage the work of non-managerial nonemployees.

Middle Managers
 Individuals who manage the work of first-line firstmanagers.

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

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 11 Managerial Levels 1

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What Is Management?
Managerial Concerns
 Efficiency


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

 Effectiveness


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Exhibit 12 Effectiveness and Efficiency in Management 1

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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. Arranging and structuring work to accomplish organizational goals. Working with and through people to accomplish goals. Monitoring, comparing, and correcting work.

 Organizing


 Leading


 Controlling


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Exhibit 13 Management Functions 1

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What Do Managers Do? (contd)

Management Roles Approach (Mintzberg)
 Interpersonal roles


Figurehead, leader, liaison Monitor, disseminator, spokesperson Disturbance handler, resource allocator, negotiator

 Informational roles


 Decisional roles


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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 The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization

 Human skills


 Conceptual skills


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Exhibit 15 Skills Needed at Different Management Levels 1

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Exhibit 16 Conceptual Skills 1

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.

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 16 Communication Skills 1

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.

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 16 Effectiveness Skills 1

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.

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 16 Effectiveness Skills (contd) 1

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.

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 16 Interpersonal Skills (contd) 1

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.

2007 Prentice Hall, Inc. All rights reserved.

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Exhibit 17 Management Skills and Management Function Matrix 1

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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 1 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 1

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Exhibit 110 The Changing Organization 1

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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.

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Exhibit 111 Universal Need for Management 1

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Exhibit 112 Rewards and Challenges of Being A Manager 1

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Leadership LeadershipWhat Well Discuss

Definition of Leadership 3 Styles of Leadership Managers versus Leaders Leadership Goals Summary

What is a Leader?
A Leader is someone in authority to lead others to accomplish a goal(s). A leader needs to be able to motivate others to accomplish a goal(s) while at the same time encourage others to work toward their own professional goals.

3 Styles of Leadership
Autocratic
 Authoritarian  Tells employees/students what they want done and how to do it (without getting the advice from others).  Works well if you dont have much time to accomplish goals or if employees are well motivated.  Generally, this style is not a good way to get the best performance from a team.

Leadership Styles Cont.

Democratic  Participative style  The leader involves one or more employees/students in the decision making process (to determine what to do and how to do it).  Leader maintains the final decision making authority.  Allows everyone to be part of a team teameveryone feels that they have participated and contributed.  Encourages participation, delegates wisely, values group discussion.  Motivates by empowering members to direct themselves and guides w/a loose reign.  Negativeeverything is a matter of Negative group discussion and decision decision doesnt really lead.

Leadership Styles Cont

Delegative  Free Reign (lais ser faire)  Leader allows employees/students to make the decisions.  Leader is still responsible for the decisions.  Employees/students analyze the situation and determine what needs to be done and how to do it. Leader sets priorities and delegates.  Leader has little control. Team has little direction or motivation.

Managers vs. Leaders

Managers are people who do things right, while leaders are people who do the right thing. Warren Bennis

Leadership Goals
Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Leaders vary their styles. A leader is not strictly one or another style. Most leaders use all three styles; one style, however, becomes the dominate one. Positive Leaders use rewards (independence, education) to motivate employees. Negative Leaders use penalties with employees. These leaders act domineering and superior w/people. Negative penalties include: days off without pay, reprimanding in front of others, assigning unpleasant job tasks.

Class Assignment
Form a group consisting of 5 students Each group has to choose one leader and then analyse his or her leadership style (autocratic, participative, or free-rein) free Give a PowerPoint presentation at the end of the Class The scores will be given to a group with creative ideas and analyses

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