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Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-1  Explain why managers are important to...

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-1  Explain why managers are important to organizations Tell who managers are and where they work Describe the functions, roles, and skills of managers Describe the factors that are reshaping and redefining the manager’s job Explain the value of studying management Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-2 Why are Managers Important? Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. Managerial skills and abilities are critical in getting things done. The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-3 Who Are Managers? Manager – Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-4 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. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-5  Exhibit 1-1: Levels of Management Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-6 Where Do Managers Work? Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of Organizations – Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-7 Exhibit 1-2: Characteristics of Organizations Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-8 What Do Managers Do? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-9 Effectiveness and Efficiency Efficiency Effectiveness – “Doing things right” – “Doing the right things” – Getting the most output – Attaining organizational for the least inputs goals Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-10 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. Leading - Working with and through people to accomplish goals. Controlling - Monitoring, comparing, and correcting work. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-11 Exhibit 1-4: Four Functions of Management Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-12 Management Roles Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-13 Management Roles Interpersonal roles – Figurehead, leader, liaison Informational roles – Monitor, disseminator, spokesperson Decisional roles – Entrepreneur, disturbance handler, resource allocator, negotiator Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-14 Exhibit 1-5: Mintzberg’s Managerial Roles Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-15 Skills Managers Need 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 Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-16  Exhibit 1-6: Skills Needed at Different Managerial Levels Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-17 Exhibit 1-7: Important Managerial Skills Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-18 The 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. Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-19 Exhibit 1-8: Changes Facing Managers Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-20 Why Study Management? Universality of Management – The reality that management is needed in all types and sizes of organizations at all organizational levels in all organizational areas in all organizations, regardless of location Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-21  Exhibit 1-9: Universal Need for Management Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-22 Exhibit 1-10: Rewards and Challenges of Being a Manager Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-23 Is Management a Science or an Art Discuss in Class Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-24 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 management leading controlling Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-25 Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 1-26