Chapter 1 - Intro to Management and Organization

7/29/2019 Chapter 1 - Intro to Management and Organization

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2007 Prentice Hall, Inc. All rights reserved. 11

MANAGEMENT S. Robbins & M.

Coulter

Chapter 1 - Introduction to Management and

Organizations


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L E A R N I N G O U T L I N EFollow 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.


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L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.

What Do Managers Do?

Describe the four functions of management.

Explain Mintzbergs managerial roles.

Describe Katzs three essential managerial skills and howthe importance of these skills changes depending on

managerial level.

Discuss the changes that are impacting managers jobs.

Explain why customer service and innovation areimportant to the managers job.


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L E A R N I N G O U T L I N E (contd)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.


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Who Are Managers?

Manager

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

Issue of long term Vs medium term Vs short term goals

Are all managers leaders?

A leader is someone who inspires/motivates/influences othersto meet specific objectives while a manager focuses on theroutine of planning, implementation and control


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Classifying Managers (3 levels)

First-line Managers Responsible for supervising the work of

non-management employees Individuals who manage the work of non-managerial employees.

Middle Managers Just below top management

Individuals who manage the work of first-line managers.

Implement strategies, policies and decisions across the team asdirected by top management

Top Managers

Individuals who are responsible for making organization-wide

decisions and establishing plans and goals that affect the entire

organization.

Essentially report to the board of directors and stockholders for a firms

overall effectiveness and performance (CEOs/COOs/Presidents etc.)


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What Is Management?

Management involves coordinating and

overseeing the work activities of others sothat their activities are completed efficiently

and effectively.

Managerial ConcernsEfficiency

Doing things right

Getting the most output for the least inputs

Effectiveness

Doing the right things

Attaining organizational goals


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Exhibit 12 Effectiveness and Efficiency in Management


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What Do Managers Do?

Functional Approach1. Planning

Defining goals, establishing strategies to achieve goals,loping developing plans to integrate and coordinate activities.

2. OrganizingArranging and structuring work to accomplish organizational

goals. Fitting the organizations resources and activities into acoherent structure

3. Leading/Directing (Encompasses staffing) Efforts aimed at attracting, recruiting, training, developing,

retaining and working with and through people to accomplishorganizational goals.

4. Controlling Monitoring, comparing, and correcting work.

In early 20th century Henri Fayolone of the fathers of classical management

theory identified 5 functions of management. These have been modified over

the years and today most managers condense the functions to 4


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Management Functions

Controlling

Monitoring

actual activities

Measuring

performance

Continuecurrent activities

or adjusting for

correction

Leading/Directing

Attracting and recruiting

Developing and maintainingan effective workforce

Motivating

Leading

Any other actions involved indealing with people

Organizing

Determiningwhat needs to

be done

How it will be

done

Who will do it

Planning

Defining goals

Est. strategy

Dev plans to

coordinate

activities

Properly coordinated the

execution of these functions lead

to achieving the organizations

stated purposes

Exhibit 13


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The Control Function

Exhibit 14


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What Do Managers Do Another Approach

The Management Roles Approach (Mintzberg)

Dr. Henry Mintzberg is among the most distinguishedcontemporary management authors and is recognizedfor his expertise, innovation and dynamism worldwide.Written a number of acclaimed books. Said that whatmanagers do can be best described by the roles theyplay.

He identified 10 roles which have been fitted into 3categories

1. Interpersonal roles Figurehead, leader, liaison

2. Informational roles Monitor, disseminator, spokesperson

3. Decisional roles Disturbance handler, resource allocator, negotiator,

entrepreneur


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What Managers Actually Do (Mintzberg)

Interaction

with others

with the organization

with the external context of the organization

Reflection

thoughtful thinking

Actionpractical doing

Mintzberg also proposed that as a manager plays the various roles they end up

doing a lot of interacting, reflecting and activity implementation


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The Skills Managers Require

Skills Approach

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 15 Skills Needed at Different Management Levels

As a managers job is varied and complex they need a mix of skills to

cope. One approach stresses the following 3 skills


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Exhibit 16 Conceptual Skills

Using information to make decisions and 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

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 Human Skills

Ability to communicate well - transform ideas into

words and actions

Working well with the individual and/or the group;

cooperation and commitment

Motivating and leading

Credibility among colleagues, peers, and

subordinates Coaching and mentoring skills

Diversity skills: working with diverse people andcultures

Networking inside and outside the organizationSource: Based on American Management Association Survey of Managerial Skills and



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Exhibit 18 Technical Skills

Strong knowledge in specialized fields

Project management

Reviewing operations and implementing

improvements

Source: Based on American Management Association Survey of Managerial Skills and



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How The Managers Job Is Changing

1. 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.

2. Innovation

Doing things differently, exploring new territory, andtaking risks

Managers should encourage employees to be aware of and

act on opportunities for innovation.

T

wo

o

f

ht

e

m

a

in

c

h

a

n

Two of the main 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 (some are open and

flexible while others are rigidly defined)


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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 fortheir efforts.


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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 ofmanagement

Chapter 1 - Intro to Management and Organization

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