Introduction to Management_1ad54bc6740a67cac641d5b017d70c49.pdf

ninth edition STEPHEN P. ROBBINS MARY COULTER Chapter Introduction to 1 Manage...

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? Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations. What Is Management? Define management. Explain why efficiency and effectiveness are important to management. © 2007 Prentice Hall, Inc. All rights reserved. 1–2  L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Do Managers Do? Describe the four functions of management. Explain Mintzberg’s managerial roles. Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impacting managers’ jobs. Explain why customer service and innovation are important to the manager’s job. © 2007 Prentice Hall, Inc. All rights reserved. 1–3  L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Is An Organization? Describe the characteristics of an organization. Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept. Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager. © 2007 Prentice Hall, Inc. All rights reserved. 1–4  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 © 2007 Prentice Hall, Inc. All rights reserved. 1–8  Exhibit 1–9 Characteristics of Organizations © 2007 Prentice Hall, Inc. All rights reserved. 1–9 Management and the New Workplace 11 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.  Exhibit 1–10 The Changing Organization © 2007 Prentice Hall, Inc. All rights reserved. 1–12  Management is the set of activities of attaining organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources (human, financial, physical, and information) 13 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved. Changes Impacting the Manager’s Job 1–14  How The Manager’s 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. 1–15  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 © 2007 Prentice Hall, Inc. All rights reserved. 1–16  Exhibit 1–2 Effectiveness and Efficiency in Management © 2007 Prentice Hall, Inc. All rights reserved. 1–17  TWO PERFORMANCE DIMENSIONS Efficiency= Effectiveness= making best use choosing effective of resources goals and achieving in achieving goals them Machines Doing things right Doing the right things Efficiency and Effectiveness 1–19 Figure 1.2 Productivity and the dimensions of organizational performance. Management 9/e - Chapter 1 20 chapter1 The Process of Management 21 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved. The Four Functions of Management Planning Select goals & ways to attain them The Four Functions of Management Planning Select goals & ways to attain them Organizing Assign responsibility for tasks The Four Functions of Management Planning Select goals & ways to attain them Organizing Assign responsibility for tasks Leading Use influence to motivate  The Four Functions of Management Planning Select goals & ways to Controlling attain them Organizing Monitor Assign activities & responsibility make for tasks corrections Leading Use influence to motivate  The Four Management chapter1 Functions Planning. Identifying goals and resources or future organizational performance. Organizing. Assigning tasks, delegating authority and allocating resources. Leading. The use of influence to motivate employees to achieve goals. Controlling. Monitoring activities and taking corrective action when needed. 26 Copyright ©2010 by South-Western, a division of Cengage Learning. All rights reserved.  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. 1–27  Exhibit 1–1 Managerial Levels © 2007 Prentice Hall, Inc. All rights reserved. 1–28  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. © 2007 Prentice Hall, Inc. All rights reserved. 1–29  Exhibit 1–5 Skills Needed at Different Management Levels © 2007 Prentice Hall, Inc. All rights reserved. 1–32  Management Skills ⚫ Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts. Skills pertaining to the ability to identify and resolve problems for the benefit of the organization and its members ⚫ Human Skills – ability to work with and through other people and to work effectively as a group member. People skills; the ability to lead, motivate, and communicate effectively with others ⚫ Technical Skills – understanding of and proficiency in the performance of specific tasks. Ability to perform a specialized task involving a particular method or process 33 Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved.  Importance of Skills at Different Managerial Levels Exhibit 1.4  Manager Roles Role: Set expectations for a manager’s behavior Every role undertaken by a manager accomplishes the functions of: Planning Organizing Leading Controlling 35 TM 1-4 MANAGERIAL ROLES Interpersonal Informational Decisional Figurehead Monitor Entrepreneur Leadership Disseminator Disturbance Handler Liaison Spokesperson Resource Alocator Negotiator Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 1998  Why Study Management? © 2007 Prentice Hall, Inc. All rights reserved. 1–43  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. 1–44  Exhibit 1–11 Universal Need for Management © 2007 Prentice Hall, Inc. All rights reserved. 1–45  Exhibit 1–12 Rewards and Challenges of Being A Manager © 2007 Prentice Hall, Inc. All rights reserved. 1–46  Management: Science or Art?  The Science of Management  Assumes that problems can be approached using rational, logical, objective, and systematic ways.  Requires the use of technical, diagnostic, and decision- making skills and techniques to solve problems.  Art of Management  Making decisions and solving problems using a blend of intuition, experience, instinct, and personal insights.  Using conceptual, communication, interpersonal, and time-management skills to accomplish the tasks associated with managerial activities. Copyright © Houghton Mifflin 1–47 Company. All rights reserved.  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 © 2007 Prentice Hall, Inc. All rights reserved. 1–48