8 th edition Steven P. Robbins Mary Coulter Copyright © Prentice Hall,

8th edition8th edition

Steven P. RobbinsMary Coulter

Steven P. RobbinsMary Coulter

Copyright © Prentice Hall,Copyright © Prentice Hall,

Copyright © Prentice Hall, 1–2

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

Who Are Managers?

• Explain how manager differ from non-managerial employees.

• Discuss how to classify managers in organizations.

What Is Management?

• Define management.

• Contrast efficiency and effectiveness.

• Explain why efficiency and effectiveness are important to management.


L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.

What Do Managers Do?

• Describe the four functions of management.

• Explain Mintzberg’s managerial roles.

• Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.

• Discuss the changes that are impacting managers’ jobs.

• Explain why customer service and innovation are important to the manager’s job.


L E A R N I N G O U T L I N E (cont’d) 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 even if you don’t plan to be a manager.

• Describe the rewards and challenges of being a manager.


Who Are Managers?

• ManagerSomeone who works with and through other

people by coordinating and integrating their work activities in order to accomplish organizational goals.

Are responsible for business performance and effectiveness

However, keep in mind that managers may have other work duties not related to integrating the work of others. E.g, manager may sign agreements, negotiate with others, monitor and design strategies.

Question

•why are managers needed in organizations?



Classifying Managers

• First-line ManagersAre at the lowest level of management and

manage the work of non-managerial employees.

• Middle ManagersManage the work of first-line managers.

• Top ManagersAre responsible for making organization-wide

decisions and establishing plans and goals that affect the entire organization.


Exhibit 1.1Exhibit 1.1

Managerial Levels

What Is Management?

• Management• the process of coordinating work activities so that they

are completed efficiently and effectively with and through other people

• Elements of definition• Process - represents ongoing functions or primary

activities engaged in by managers• Coordinating - distinguishes a managerial position

from a non-managerial one. It helps to avoid conflict and duplication.

© Prentice Hall, 2002 1-1-999

Copyright © Prentice Hall,


What Is Management?

•Managerial ConcernsEfficiency

“Doing things right”–Getting the most output for the

least inputs

Effectiveness“Doing the right things”

–Attaining organizational goals



Effectiveness and Efficiency in Management

Teamwork

•Draw examples on efficiency and effectiveness.




•Functional ApproachPlanning

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

OrganizingArranging work to accomplish

organizational goals.



•Functional ApproachLeading

Working with and through people to accomplish goals: motivate and guide.

ControllingMonitoring, comparing, and correcting

the work.



Management Functions

Developed by Prof. Dr. Majed El-Farra

Management Functions and Processes

• .Henri Fayol, a French industrialist from the early part of the 1900s, proposed that managers perform five management functions: POCCC (plan, organize, command, coordinate, control).

• These functions still provide the basis around which popular management textbooks are organized, but the functions have been condensed to four.

16

Research

•Write a research between 5-10 pages about:

• leadership. Try to visit an organization to investigate the aspects of organizational leadership.

•Should be done within 3 months.

/ /١٤٤٤ ٠٩ ٣٠ Copyright © Prentice Hall,17


What Do Managers Do? (cont’d)

• Management Roles Approach (MINTZBERG)

Interpersonal rolesFigurehead, leader, liaison

Informational rolesMonitor, disseminator, spokesperson

Decisional rolesDisturbance handler, resource

allocator, negotiator

EXHIBIT 1.4: MINTZBERG’S MANAGERIAL ROLES

© Prentice Hall, 2002 1-1-191919


Basic Management Skills

Human Human Relations Relations SkillsSkills

Technical Technical SkillsSkills

Conceptual Conceptual SkillsSkills

time-time-management management skillsskills

Decision-Decision-Making Making SkillsSkills

© 2009 Pearson Education, Inc. 20


What Do Managers Do? (cont’d)

• Skills Approach: Robert L. Katz found through his research in the early 1970s that managers need three essential skills or competencies:Technical skills

Knowledge and proficiency in a specific fieldHuman skills

The ability to work well with other peopleConceptual skills

The ability to think and conceptualize about abstract and complex situations concerning the organization



Skills Needed at Different Management Levels


Exhibit 1.6aExhibit 1.6a

Conceptual Skills

• Using information to solve business problems

• Identifying opportunities for innovation

• Recognizing problem areas and implementing solutions

• Selecting critical information from masses of data

• Understanding of business uses of technology

• Understanding of organization’s 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.


Exhibit 1.6bExhibit 1.6b

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



Exhibit 1.6cExhibit 1.6c

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



Exhibit 1.6cExhibit 1.6c

Effectiveness Skills (cont’d)

• Setting and maintaining performance standards internally and externally

• Setting priorities for attention and activity

• Time management



Exhibit 1.6dExhibit 1.6d

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




Management Skills and Management Function Matrix


How The Manager’s Job Is Changing

• The Increasing Importance of CustomersCustomers: the reason that

organizations existManaging customer relationships is the

responsibility of all managers and employees.

Consistent high quality customer service is essential for survival.

Retain and delight the customer.


How The Manager’s Job Is Changing

•The Increasing Importance of Customers

• InnovationDoing things differently, exploring new

territory, and taking risksManagers should encourage employees to

be aware of and act on opportunities for innovation.



Changes Impacting the Manager’s Job

What Do Managers Do? (cont.)• Managing Systems• System - a set of interrelated and interdependent parts

arranged in a manner that produces a unified whole• provides a more general and broader picture of what

managers do than the other perspectives provide• Closed system - not influenced by and do not interact

with their environment• Open system - dramatically interact with their

environment• organizations - take in inputs from their environments• transform or process inputs into outputs• outputs are distributed into the environment

© Prentice Hall, 2002 1-1-323232


System

The Organization As An Open System

TransformationEmployee’s work activitiesManagement activitiesTechnology and operations methods

OutputsInputsRaw materials

Human resourcesCapital

TechnologyInformation

Products and servicesFinancial results

InformationHuman results

Environment

Environment

Feedback

© Prentice Hall, 2002 1-1-333333


What Do Managers Do? (cont.)

• Managing Systems (cont.)

managers must1.1 coordinate various work activities2.2 ensure that interdependent parts work

together3.3 recognize and understand the impact of

various external factors 4.4 decisions and actions taken in one

organizational area will affect other areas and vice versa

© Prentice Hall, 2002 1-1-343434



What Is An Organization?

• An Organization DefinedA deliberate arrangement of people to accomplish

some specific purpose

• Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure



Characteristics of Organizations

Why Organizations are changing?

• Organizations are changing because the world around them has changed and is continuing to change.

• These societal, economic, global, and technological changes have created an environment in which successful organizations must embrace new ways of getting their work done.




The Changing Organization


Why Study Management?

• The Value of Studying ManagementThe universality of management

Good management is needed in all organizations.The reality of work

Employees either manager 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.



Universal Need for Management



Rewards and Challenges of Being A Manager

WORKING TOGETHER—Team-Based Exercise

• Develop a list of characteristics that make individuals good managers. Then for each characteristic, the students are to identify which management function it falls under.


42

Review

• Is your college instructor a manager? Discuss in terms of managerial functions, managerial roles, and skills.

•


Review

• “The manager’s most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes.” What’s your interpretation of this statement? Do you agree with this statement? Why or why not?

•


Review

• Why do you think skills of job candidates have become so important to employers? What are the implications for (a) managers, in general, and (b) you, personally?


Review

• In today’s environment, which is more important to organizations— efficiency or effectiveness? Explain your choice.


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