ninth edition

STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
2007 Prentice Hall, Inc.
All rights reserved.
Introduction to
Management and
Organizations
Chapter
1
12
OVERVIEW OF MANAGEMENT
Management is achievement of
organisational goals through the
major functions of
Planning, Organising, Leading and
Controlling.

13
Who Are Managers?
Manager
Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.
14
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.
15
Exhibit 11 Managerial Levels
16
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
17
Exhibit 12 Effectiveness and Efficiency in Management
18
1. Planning
4. Controlling
3. Leading
2. Organising
Achievement of organisational goals via:
OVERVIEW OF MANAGEMENT
2007 Prentice Hall, Inc. All rights reserved. 19
What Do Managers Do?
Functional Approach
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.
2007 Prentice Hall, Inc. All rights reserved. 110
Exhibit 13 Management Functions
2007 Prentice Hall, Inc. All rights reserved. 111
What Do Managers Do?
Management Roles
Approach (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Disturbance handler, resource
allocator, negotiator
Copyright 2005 McGraw-Hill Australia Pty Ltd
PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein,
Matthews, Martin 112
INTERPERSONAL ROLE
Figureheads: Projecting a set of values,
communicating an image.

Leader role: Needs to be informed, as well as
informing. Leadership skills commonly lacking in
managers.

Liaison role: Developing channels of
communication, especially informal channels with
other corporate directors, political connections,
media, public figures.

Copyright 2005 McGraw-Hill Australia Pty Ltd
PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein,
Matthews, Martin 113
INFORMATIONAL ROLE
Monitor: Sifting, sorting, selecting information (to
help set the agenda)phone, meetings, memos,
social functions, mail, public gatherings.

Disseminator: The passing of relevant
information to subordinates.

Spokesperson: Has to be able to express it,
have solid verbal skillsright message at right
time.
114
DECISIONAL ROLE
Entrepreneurial: Ability to identify
opportunities and threatsable to do this in
diverse situationswork or leisure.
Disturbance handler: More information
available, more likely correct decision is made.
Resource allocator: To divisions or
departments; managers need to have an
understanding of what resources are needed
for effective functioning (e.g. budget
gamesmanship).

115
DECISIONAL ROLE
Negotiator: Managers need precise and relevant
information to facilitate this role. Therefore, the best
managers:
Place themselves at the centre of a vast network
of contacts that are social, political, occupational,
organisational, international.
Can sift, sort, and select valuable information.
Have secretaries who network, who filter and edit
information to avoid overload.
2007 Prentice Hall, Inc. All rights reserved. 116
What Managers Actually Do (Mintzberg)
Interaction
with others
with the organization
with the external context
of the organization
Reflection
thoughtful thinking
Action
practical doing
Copyright 2005 McGraw-Hill Australia Pty Ltd
PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein,
Matthews, Martin 117
MANAGERIAL KNOWLEDGE,
SKILLS & PERFORMANCE
Knowledge base
Managers need a relevant, fairly extensive
knowledge base for their particular managerial
job. This may be in several areas e.g.:
Knowledge of industry
Knowledge of product
Knowledge of market
Knowledge of technology



118
Skills base
Managers also need particular skills in order to function
effectively in achieving their objectives. Key skills
include:
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

MANAGERIAL KNOWLEDGE, SKILLS
& PERFORMANCE
2007 Prentice Hall, Inc. All rights reserved. 119
Exhibit 15 Skills Needed at Different Management Levels
Copyright 2005 McGraw-Hill Australia Pty Ltd
PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein,
Matthews, Martin 120
VERTICAL DIFFERENCES IN
MANAGEMENT ROLES
Top managersplanning, conceptual skills
Middle managersmixed skill needs
First line managers/supervisorsleading, technical skills
Operational level staff
121
MANAGERIAL KNOWLEDGE, SKILLS
& PERFORMANCE
Performance goals
Managers must also be able to function in two
key ways:
Effectively
an ability to choose and achieve appropriate goals
Efficiently
an ability to make the best use of resources
2007 Prentice Hall, Inc. All rights reserved. 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.
2007 Prentice Hall, Inc. All rights reserved. 123
Changes
Impacting
the
Manager
s Job
2007 Prentice Hall, Inc. All rights reserved. 124
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. 125
Exhibit 110 The Changing Organization
2007 Prentice Hall, Inc. All rights reserved. 126
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. 127
Exhibit 111 Universal Need for Management
128
Exhibit 112 Rewards and Challenges of Being A Manager
SKILL SET OF MANAGER
Assignment
129
130
Conceptual Skills
Using information to solve business problems
Identifying of opportunities for innovation
Recognizing problem areas and implementing
solutions
Selecting critical information from masses of
data
Understanding of business uses of technology
Understanding of organizations business model
131
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
2007 Prentice Hall, Inc. All rights reserved. 132
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
Setting and maintaining performance standards internally and
externally
Setting priorities for attention and activity
Time management
133
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