Management

tenth edition

Stephen P. Robbins

Chapter

Mary Coulter

Introduction to
Management
and
Organizations

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11

Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
Explain how managers differ from non-managerial
employees.
Describe how to classify managers in organizations.

1.2 What Is Management?

Define management.
Explain why efficiency and effectiveness are important
to management.
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Learning Outcomes
1.3 What Do Managers Do?
Describe the four functions of management.
Explain Mintzbergs managerial roles.
Describe Katzs 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 managers job.
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Learning Outcomes
1.4 What Is An Organization?
Explain the characteristics of an organization.
Describe how todays organizations are structured.

1.5 Why Study Management?

Discuss why its important to understand
management.
Explain the universality of management concept.
Describe the rewards and challenges of being a
manager.
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Who Are Managers?

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

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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.

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Exhibit 11 Women in Managerial Positions Around

the World

Australia
Canada
Germany
Japan
Philippines
United States

Women in
Management

Women in Top
Managers Job

41.9 percent
36.3 percent
35.6 percent
10.1 percent
57.8 percent
50.6 percent

3.0 percent
4.2 percent
N/A
N/A
N/A
2.6 percent

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Exhibit 12 Managerial Levels

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What Is Management?
Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

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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

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Exhibit 13 Effectiveness and Efficiency in

Management

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111

What Managers Do?

Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.

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What Managers Do?

Functions Managers Perform
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.

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Exhibit 14 Management Functions

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What Managers Do?

Roles Managers Play
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.

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What Managers Do?

Management Roles
(Mintzberg)
Interpersonal roles

Figurehead, leader, liaison

Informational roles

Monitor, disseminator,
spokesperson

Decisional roles

Entrepreneur, disturbance
handler, resource allocator,
negotiator

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What Managers Do (Mintzberg)

Actions
thoughtful thinking
practical doing

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Exhibit 1.5 Mintzbergs Managerial Roles

Interpersonal Roles
Figurehead (H)
Leader (L)
Liaison (H)

Informational Roles
Monitor
Disseminator (H)
Spokesperson (H)

Decisional Roles
Entrepreneur
Disturbance handler
Resource allocator
Negotiator (H)
H= Higher-level Managers
L= Lower-level Managers
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, 1980, pp. 9394..

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 Interpersonal: This role involves human

interaction.
Informational: This role involves the sharing and
analyzing of information.
Decisional: This role involves decision making.
Monitor: Seek and receive information; scan
periodicals and reports; maintain personal
contact with stakeholders.
Disseminator: Forward information to
organization members via memos, reports, and
phone calls.
Spokesperson: Transmit information to outsiders
via reports, memos, and speeches.
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 Figurehead: Perform ceremonial and symbolic

duties, such as greeting visitors and signing
legal documents.
Leader: Direct and motivate subordinates;
counsel and communicate with subordinates.
Liaison: Maintain information links both inside
and outside organization via mail, phone calls,
and meetings.

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 Entrepreneur: Initiate improvement projects;

identify new ideas and delegate idea
responsibility to others.
Disturbance Handler: Take corrective action
during disputes or crises; resolve conflicts
among subordinates; adapt to environments.
Resource Allocator: Decide who gets resources;
prepare budgets; set schedules and determine
priorities.
Negotiator: Represent department during
negotiations of union contracts, sales,
purchases, and budgets.
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What Managers Do?

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

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Exhibit 16 Skills Needed at Different

Management Levels

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Exhibit 17 Conceptual Skills

Ability to use information to solve business

problems
Identification of opportunities for innovation
Recognition of problem areas and
implementation of solutions
Selection of 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.

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Exhibit 17 Communication Skills

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.

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Exhibit 17 Effectiveness Skills

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.

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Exhibit 17 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.amanet.org), October 30, 2002.

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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.

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Exhibit 18
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

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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.

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Exhibit 110 Universal Need for Management

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Exhibit 111 Rewards and Challenges of

Being A Manager

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Final words..
The job of a manger, is to create an
environment conducive to the performance of acts by
other individuals in order to accomplish personal as
well as corporate goals. In building this environment, the
manger must first recognize what he is trying to
accomplish (the goals involved), so that he can build
an environment in which individuals will contribute
their efforts. This environment has a physical and a
conceptual aspect. In developing this environment
managers perform a composite managerial function
consisting of planning, organizing, directing, and
controlling activities-all of which are interwoven into the
whole cloth of management.
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Terms to Know

manager
first-line managers
middle managers
top managers
management
efficiency
effectiveness
planning
organizing
leading
controlling

management roles
interpersonal roles
informational roles
decisional roles
technical skills
human skills
conceptual skills
organization
universality of
management

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