Robbins Coulter Management 14e Chapter 1 PDF

Management Fourteenth Edition Chapter 1 Managers and You in the Workplace Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Right...

Management Fourteenth Edition Chapter 1 Managers and You in the Workplace Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Learning Objectives 1.1 Tell who managers are and where they work. Know how to manage your time. 1.2 Explain why managers are important to organizations. 1.3 Describe the functions, roles, and skills of managers. Develop your skill at being politically aware. 1.4 Describe the factors that are reshaping and redefining the manager’s job. 1.5 Explain the value of studying management. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Who Is a Manager? Manager: someone who coordinates and oversees the work of other people so that organizational goals can be accomplished Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-1 Levels of Management Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Classifying Managers First-Line Managers: manage the work of non- managerial employees Middle Managers: manage the work of first-line managers Top Managers: responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Where Do Managers Work? Organization: a deliberate arrangement of people to accomplish some specific purpose Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-2 Characteristics of Organizations Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Why Are Managers Important? Organizations need their managerial skills and abilities now more than ever Managers are critical to getting things done Managers do matter to organizations Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved What Do Managers Do? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Efficiency and Effectiveness Efficiency: doing things right – getting the most output from the least amount of input Effectiveness: doing the right things – attaining organizational goals Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-3 Efficiency and Effectiveness in Management Exhibit 1-3 shows that whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Management Functions Planning: Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities Organizing: Arranging and structuring work to accomplish organizational goals Lending: Working with and through people to accomplish goals Controlling: Monitoring, comparing, and correcting work Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-4 Four Functions of Management Exhibit 1-4 shows the four functions used to describe a manager’s work: planning, organizing, leading, and controlling. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Mintzberg’s Managerial Roles and a Contemporary Model of Managing Roles: specific actions or behaviors expected of and exhibited by a manager Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision-making Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Types of Roles Interpersonal – Figurehead, leader, liaison Informational – Monitor, disseminator, spokesperson Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-5 Mintzberg’s Managerial Roles Exhibit 1-4 shows the four functions used to describe a manager’s work: planning, organizing, leading, and controlling. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Management Skills 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 Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-6 Skills Needed at Different Managerial Levels Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial levels. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-7 Important Managerial Skills Exhibit 1-7 shows other important managerial skills. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-8 Changes Facing Managers Exhibit 1-8 shows some of the most important changes facing managers. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus on the Customer Without customers, most organizations would cease to exist Managing customer relationships is the responsibility of all managers and employees Consistent, high-quality customer service is essential Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus on Technology Managers must get employees on board with new technology Managers must oversee the social interactions and challenges involved in using collaborative technologies Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus on Social Media Social media: forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus on Innovation Innovation: exploring new territory, taking risks, and doing things differently Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus on Sustainability Sustainability: a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Focus on the Employee Treating employees well is not only the right thing to do, it is also good business Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved The Universality of Management The reality that management is needed in all types and sizes of organizations, at all organizational levels, in all organizational areas, and in organizations no matter where located Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Exhibit 1-9 Universal Need for Management Exhibit 1-9 shows that management is universally needed in all types of, and throughout all areas of, organizations. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved The Reality of Work When you begin your career, you will either manage or be managed. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Challenges of Being a Manager Can be a thankless job May entail clerical type duties Managers also spend significant amounts of time in meetings and dealing with interruptions Managers often have to deal with a variety of personalities and have to make do with limited resources Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Rewards of Being a Manager Responsible for creating a productive work environment Recognition and status in your organization and in the community Attractive compensation in the form of salaries, bonuses, and stock options Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved  Exhibit 1-10 Rewards and Challenges of Being a Manager Rewards Challenges Create a work environment in which organizational Do hard work members can work to the best of their ability Have opportunities to think creatively and use May have duties that are more clerical than imagination managerial Help others find meaning and fulfillment in work Have to deal with a variety of personalities Support, coach, and nurture others Often have to make do with limited resources Work with a variety of people Motivate workers in chaotic and uncertain situations Receive recognition and status in community and Blend knowledge, skills, ambitions, and experiences organization of diverse work group Play a role in influencing organizational outcomes Success depends on others’ work performance Receive appropriate compensation in the form of Blank cell salaries, bonuses, and stock options Good mangers are needed by organizations Blank cell Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 1.1 Tell who managers are and where they work. – Managers coordinate and oversee the work of other people so that organizational goals can be accomplished. – Managers work in an organization, which is a deliberate arrangement of people to accomplish some specific purpose. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 1.2 Explain why managers are important to organizations. – Organizations need their managerial skills and abilities in uncertain, complex, and chaotic times. – Managers are critical to getting things done in organizations. – Managers contribute to employee productivity and loyalty. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 1.3 (1 of 3) Describe the functions, roles, and skills of managers. – Management involves coordinating and overseeing the efficient and effective completion of others’ work activities. – The four functions of management include planning, organizing, leading, and controlling. Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 1.3 (2 of 3) Mintzberg’s managerial roles include: – Interpersonal, involve people and other ceremonial/symbolic duties (figurehead, leader, and liaison) – Informational, collecting, receiving, and disseminating information (monitor, disseminator, and spokesperson) – Decisional, making choices (entrepreneur, disturbance handler, resource allocator, and negotiator) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 1.3 (3 of 3) Katz’s managerial skills include: – Technical (job-specific knowledge and techniques) – Human (ability to work well with people) – Conceptual (ability to think and express ideas) Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 1.4 Describe the factors that are reshaping and redefining the manager’s job. – Managers must be concerned with: ▪ Customer service because employee attitudes and behaviors play a big role in customer satisfaction ▪ Technology as it impacts how things get done in organizations ▪ Social media because these forms of communication are becoming important and valuable tools in managing ▪ Innovation because it is important for organizations to be competitive ▪ Sustainability as business goals are developed ▪ Employees in order for them to be more productive Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Review Learning Objective 1.5 Explain the value of studying management. – The universality of management—managers are needed in all types and sizes of organizations – The reality of work—you will manage or be managed – Significant rewards and challenges Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved Copyright Copyright © 2018, 2016, 2014 Pearson Education, Inc. All Rights Reserved