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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
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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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
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
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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
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