Management

Stephen P. Robbins
Chapter

tenth edition

Mary Coulter

Introduction to Management and Organizations

11

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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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13

Exhibit 11 Women in Managerial Positions Around the World

Women in Management Australia Canada Germany Japan Philippines United States 41.9 percent 36.3 percent 35.6 percent 10.1 percent 57.8 percent 50.6 percent Women in Top Managers Job 3.0 percent 4.2 percent N/A N/A N/A 2.6 percent

MALAYSIA??
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Women At The Top: Malaysia is 7th Worldwide

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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 Doing the right things Attaining organizational goals

Effectiveness

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18

Exhibit 13 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 Managers Perform
Planning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Arranging and structuring work to accomplish organizational goals. Working with and through people to accomplish goals.

Organizing

Leading

Controlling

Monitoring, comparing, and correcting work.

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111

Exhibit 14 Management Functions

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112

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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113

What Managers Do?

Management Roles (Mintzberg)
Interpersonal roles

Figurehead, leader, liaison Monitor, disseminator, spokesperson Entrepreneur, disturbance handler, resource allocator, negotiator

Informational roles

Decisional roles

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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 Leader Liaison

Interpersonal Roles
Monitor Disseminator Spokesperson

Decisional Roles
Entrepreneur Disturbance handler Resource allocator Negotiator
Adapted from Mintzberg, Henry, The Nature of Managerial Work, 1st Edition, 1980, pp. 9394..

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What Managers Do?

Skills Managers Need
Technical skills

Knowledge and proficiency in a specific field The ability to work well with other people The ability to think and conceptualize about abstract and complex situations concerning the organization

Human skills

Conceptual skills

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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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119

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

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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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121

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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122

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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Q and A

Thank You
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