Principles of Management BBA 1564 PDF

ninth edition BBA 1564 STEPHEN P. ROBBINS MARY COULTER PRINCIPLES OF MANAGEMENT 1 PowerPoint Presentation by Charlie Cook The University of West Alabama BBA 1564...

ninth edition BBA 1564 STEPHEN P. ROBBINS MARY COULTER PRINCIPLES OF MANAGEMENT 1 PowerPoint Presentation by Charlie Cook The University of West Alabama BBA 1564 ninth edition STEPHEN P. ROBBINS MARY COULTER Manager and Management TOPIC 1 PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter 1: Manager and Management Learning Outcomes Successful students will be able to: - Define the term management. - Explain the management functions. - Explain the various levels in management. - Explain the skills of managers are how they are applied at each level. © 2007 Prentice Hall, Inc. All rights reserved. 1–3 Who Are Managers and Where Do They Work? Manager  A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals.  That may mean coordinating the work of a departmental group, or it might mean supervising a single person.  It could involve coordinating the work activities of a team composed of people from several different departments or even people outside the organization such as temporary employees or employees who work for the organization's suppliers. © 2007 Prentice Hall, Inc. All rights reserved. 1–4 How Are Managers Different from Non- Managerial Employees? Top Managers  Individuals who are responsible for making organization- wide decisions and establishing plans and goals that affect the entire organization. Middle Managers  Individuals who manage the work of first-line managers. First-line Managers  Individuals who manage the work of non-managerial employees. Non-Managerial  People who work directly on a job or task and have no responsibility for overseeing the work of others. © 2007 Prentice Hall, Inc. All rights reserved. 1–5  Managerial Levels © 2007 Prentice Hall, Inc. All rights reserved. 1–6 Common Characteristics of Organizations An organization is a deliberate arrangement of people brought together to accomplish some specific purpose.  Have a distinct purpose (Goal)  Composed of people  Have a deliberate structure © 2007 Prentice Hall, Inc. All rights reserved. 1–7 2. Size of the Organization 3. Profit vs. Not-for-profit The Changing Organization © 2007 Prentice Hall, Inc. All rights reserved. 1–12  What Is Management? Simply speaking, management is what managers do. Management is the process of getting things done, effectively and efficiently, with and through people. Managerial Concerns  Efficiency  “Doing things right” – Getting the most output for the least inputs.  Effectiveness  “Doing the right things” – Attaining organizational goals © 2007 Prentice Hall, Inc. All rights reserved. 1–13 Management Defined 1. Management is the process of achieving goals and objectives effectively and efficiently through and with the people. 2. Management is the process of achieving organizational goals and objectives effectively and efficiently by using management functions i.e. planning, organizing, leading, and controlling. Effectiveness and Efficiency in Management © 2007 Prentice Hall, Inc. All rights reserved. 1–16 Three (3) Ways to Look at What Managers Do Three main approaches: Functional Approach Planning, organizing, leading, controlling Roles Approach Interpersonal, informational, decisional Skills Approach Conceptual, human, technical 1. 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. © 2007 Prentice Hall, Inc. All rights reserved. 1–18  Functions of Management © 2007 Prentice Hall, Inc. All rights reserved. 1–19 Decisions in Management Functions © 2007 Prentice Hall, Inc. All rights reserved. 1–20 2. Roles Approach (Mintzberg) Interpersonal roles  Figurehead,  Leader,  Liaison. Informational roles  Monitor,  Disseminator,  Spokesperson Decisional roles  Disturbance handler,  Resource allocator,  Negotiator. © 2007 Prentice Hall, Inc. All rights reserved. 1–21 3. Skills Approach Conceptual skills  The ability to think and conceptualize about abstract and complex situations concerning the organization. Human skills  The ability to work well with other people. Technical skills  Knowledge and proficiency in a specific field © 2007 Prentice Hall, Inc. All rights reserved. 1–22 Skills Needed At Different Management Levels What Skills Do Managers Need? Conceptual Skills Interpersonal Skills Technical Skills Other Skills  A. 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 organization’s 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. 1–25  B. Human (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. 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. 1–26 C. Technical Skills  Questions: What skills can management apply to: - dealing with suppliers - recruiting staff - making long term forecasts? - installing a new machine - identifying new opportunities in the market. - instructing workers to follow a new procedure for a new process © 2007 Prentice Hall, Inc. All rights reserved. 1–28 Management Skills and Management Function Matrix © 2007 Prentice Hall, Inc. All rights reserved. 1–29 Changes Impacting the Manager’s Job © 2007 Prentice Hall, Inc. All rights reserved. 1–30 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. 1–31 Universal for Management © 2007 Prentice Hall, Inc. All rights reserved. 1–32 Rewards and Challenges of Being A Manager © 2007 Prentice Hall, Inc. All rights reserved. 1–33  Top Manager Perks Expense accounts Private bathrooms Club membership Executive dining personal car/ car-park / Physical fitness driver programs Children’s education. Salary guarantees Season tickets Financial counseling Company credit cards Legal services Tax assistance Management loans Relocation benefits Security surveillance Sabbaticals Company planes and Severance pay yachts © 2007 Prentice Hall, Inc. All rights reserved. 1–34  What Factors Are Reshaping and Redefining Management? Customers Social media Innovation Sustainability © 2007 Prentice Hall, Inc. All rights reserved. 1–35  Historical Background of Management Ancient Management  Egypt (pyramids) and China (Great Wall)  Venetians (floating warship assembly lines) Adam Smith  Published “The Wealth of Nations” in 1776  Advocated the division of labor (job specialization) to increase the productivity of workers. Industrial Revolution  Substituted machine power for human labor.  Created large organizations in need of management. © 2007 Prentice Hall, Inc. All rights reserved. 1–36  Major Approaches to Management Scientific Management General Administrative Theory Quantitative Management Organizational Behavior Systems Approach Contingency Approach © 2007 Prentice Hall, Inc. All rights reserved. 1–37  Scientific Management Fredrick Winslow Taylor The “Father” of Scientific Management. Published Principles of Scientific Management (1911).  The theory of scientific management  Using scientific methods to define the “one best way” for a job to be done: Putting the right person on the job with the correct tools and equipment. Having a standardized method of doing the job. Providing an economic incentive to the worker. © 2007 Prentice Hall, Inc. All rights reserved. 1–38 Lessons for Today’s Managers from the Scientific Management Theory  Guidelines devised by Taylor and others to improve production efficiency are still used in today’s organizations. However, current management practice is not restricted to scientific management practices alone.  Elements of scientific management still used include: Using time and motion studies. Hiring best qualified workers. Designing incentive systems based on output. © 2007 Prentice Hall, Inc. All rights reserved. 1–39  General Administrative Theory Henri Fayol  Believed that the practice of management was distinct from other organizational functions.  Developed fourteen (14) principles of management that applied to all organizational situations. Max Weber  Developed a theory of authority based on an ideal type of organization (bureaucracy). Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. © 2007 Prentice Hall, Inc. All rights reserved. 1–40  Henri Fayol’s 14 Principles of Management 1. Division of work, 7. Remuneration, 2. Authority, 8. Centralization, 3. Discipline, 9. Scalar chain, 4. Unity of command, 10. Order, 5. Unity of direction, 11. Equity, 6. Subordination of individual 12. Stability of tenure of interests to the general personnel, interest. 13. Initiative, 14. Esprit de corps. © 2007 Prentice Hall, Inc. All rights reserved. 1–41 Behavioural Theory or Approach Early management writers included: Robert Owen, who was concerned about deplorable working conditions. Hugo Munsterberg, a pioneer in the field of industrial psychology. Mary Parker Follett, who recognized that organizations could be viewed from both individual and group behavior perspectives. The Hawthorne Studies Studies conducted at the Hawthorne Works of the Western Electric Company: Provided new insights into individual and group behavior at work. Concluded that group pressures can significantly impact individual productivity. Study on Leadership/Management Theories 1. Major Leadership Theories 1.1 Great Man Theory (the 1840s) 1.2 Classical Theories (1840s -1930s) 1.3 Trait Theory (1930s -1940s) 1.4 Behavioral Theory (1940s -1950s) 1.4.1 University of Iowa (the 1939) 1.4.2 Ohio State University (the 1940s) 1.4.3 University of Michigan (the 1950s) 1.5 Contingency Theory (the 1960s) 1.6 Transactional Leadership Theory (the 1970s) 1.7 Transformational Leadership Theory (the 1970s) 1.7.1 Inspirational Motivation 1.7.2 Intellectual Stimulation 1.7.3 Idealized Influence 1.7.4 Individualized Consideration 1.8 Servant Leadership (the 1970s)  YOUTUBE VIDEOS Chapter 1 Definition of Management - https://www.youtube.com/watch?v=_OBqwhYLEJo Four Functions of Management Planning, Organizing, Leading Controlling - https://www.youtube.com/watch?v=KBfp4pzBIm8 What is Management, Functions of Management - https://www.youtube.com/watch?v=__iBava9GmU © 2007 Prentice Hall, Inc. All rights reserved. 1–45