Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter
Introduction to
Management
1 and
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 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 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 manager’s
jobs.
● Explain why customer service and innovation are
important to the manager’s job.
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 Learning Outcomes
1.4 What Is An Organization?
● Explain the characteristics of an organization.
● Describe how today’s organizations are structured.
1.5 Why Study Management?
● Discuss why it’s 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 1–1 Women in Managerial Positions Around
the World

Women in Women in Top

Management Manager’s Job

Australia 41.9 percent 3.0 percent

Canada 36.3 percent 4.2 percent
Germany 35.6 percent N/A
Japan 10.1 percent N/A
Philippines 57.8 percent N/A
United States 50.6 percent 2.6 percent

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 Exhibit 1–2 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 1–3 Effectiveness and Efficiency in
Management

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 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 Manager’s 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 1–4 Management Functions

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 What Managers Do?
• Roles Manager’s 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 Mintzberg’s 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,

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The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
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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 1–6 Skills Needed at Different
Management Levels

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 Exhibit 1–7 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 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.
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 Exhibit 1–7 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

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Source: Based on American Management Association Survey of Managerial Skills and
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Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
25
 Exhibit 1–7 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 1–7 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 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.
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 Exhibit 1–8
Changes
Impacting
the Manager’s
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 1–9 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 1–10 Universal Need for Management

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 Exhibit 1–11 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 • 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
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