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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 11
Introduction to
Management
and
Organizations
Chapter
1
ManagementStephen P. Robbins Mary Coultertenth edition
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 12
Learning OutcomesFollow 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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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 14
Learning Outcomes
1.4 What Is An Organization? Explain the characteristics of an organization.
Describe how todays organizations are structured.
1.5 Why Study Management? Discuss why its important to understand
management.
Explain the universality of management concept.
Describe the rewards and challenges of being amanager.
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 15
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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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall16
Classifying Managers Firs
t-line Managers
Individuals who manage the work of non-managerial
employees.
Middle Managers
Individuals who manage the work of first-linemanagers.
Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plansand goals that affect the entire organization.
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall17
Exhibit 11 Women in Managerial Positions Around
the World
Women in
Management
Australia 41.9 percentCanada 36.3 percent
Germany 35.6 percent
Japan 10.1 percent
Philippines 57.8 percentUnited States 50.6 percent
Women in Top
Managers Job
3.0 percent4.2 percent
N/A
N/A
N/A2.6 percent
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall18
Exhibit 12 Managerial Levels
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall19
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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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall110
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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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall111
Exhibit 13 Effectiveness and Efficiency in
Management
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall112
What Managers Do?
Three Approaches to Defining What ManagersDo.
Functions they perform.
Roles they play.
Skills they need.
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall113
What Managers Do? Functions Managers Perform
Planning
Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
Arranging and structuring work to accomplish organizationalgoals.
Leading
Working with and through people to accomplish goals.
Controlling Monitoring, comparing, and correcting work.
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall114
Exhibit 14 Management Functions
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall115
What Managers Do?
Roles Managers PlayRoles 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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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall116
What Managers Do?
Management Roles(Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Entrepreneur, disturbancehandler, resource allocator,
negotiator
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall117
What Managers Do (Mintzberg)
Actions
thoughtful thinking
practical doing
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall118
Interpersonal Roles
Figurehead Leader
Liaison
Informational Roles Monitor
Disseminator
Spokesperson
Decisional Roles Entrepreneur
Disturbance handler Resource allocator
Negotiator
Exhibit 1.5 Mintzbergs Managerial Roles
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, 1980, pp. 9394..
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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall119
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 16 Skills Needed at Different
Management Levels
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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
Affecting a
Managers Job
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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 rewardsfor 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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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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All rights reserved. No part of this publication may be reproduced,stored in a retrieval system, or transmitted, in any form or by
any means, electronic, mechanical, photocopying, recording, orotherwise, without the prior written permission of the publisher.
Printed in the United States of America.
