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Principle of Management - Chapter # 1
1.
ninth edition STEPHEN P.
ROBBINS PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc.© 2007 Prentice Hall, Inc. All rights reserved.All rights reserved. Introduction toIntroduction to Management andManagement and OrganizationsOrganizations ChapterChapter 11
2.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–2 L E A R N I N G O U T L I N EL 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.Follow this Learning Outline as you read and study this chapter. Who Are Managers?Who Are Managers? • Explain how managers differ from non-managerialExplain how managers differ from non-managerial employees.employees. • Describe how to classify managers in organizations.Describe how to classify managers in organizations. What Is Management?What Is Management? • Define management.Define management. • Explain why efficiency and effectiveness are important toExplain why efficiency and effectiveness are important to management.management.
3.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–3 L E A R N I N G O U T L I N E (cont’d)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.Follow this Learning Outline as you read and study this chapter. What Do Managers Do?What Do Managers Do? • Describe the four functions of management.Describe the four functions of management. • Explain Mintzberg’s managerial roles.Explain Mintzberg’s managerial roles. • Describe Katz’s three essential managerial skills and howDescribe Katz’s three essential managerial skills and how the importance of these skills changes depending onthe importance of these skills changes depending on managerial level.managerial level. • Discuss the changes that are impacting managers’ jobs.Discuss the changes that are impacting managers’ jobs. • Explain why customer service and innovation areExplain why customer service and innovation are important to the manager’s job.important to the manager’s job.
4.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–4 L E A R N I N G O U T L I N E (cont’d)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.Follow this Learning Outline as you read and study this chapter. What Is An Organization?What Is An Organization? • Describe the characteristics of an organization.Describe the characteristics of an organization. • Explain how the concept of an organization is changing.Explain how the concept of an organization is changing. Why Study Management?Why Study Management? • Explain the universality of management concept.Explain the universality of management concept. • Discuss why an understanding of management isDiscuss why an understanding of management is important.important. • Describe the rewards and challenges of being a manager.Describe the rewards and challenges of being a manager.
5.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–5 Who Are Managers?Who Are Managers? • ManagerManager Someone who coordinates and oversees the work ofSomeone who coordinates and oversees the work of other people so that organizational goals can beother people so that organizational goals can be accomplished.accomplished.
6.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–6 Classifying ManagersClassifying Managers • First-line ManagersFirst-line Managers Individuals who manage the work of non-managerialIndividuals who manage the work of non-managerial employees.employees. • Middle ManagersMiddle Managers Individuals who manage the work of first-lineIndividuals who manage the work of first-line managers.managers. • Top ManagersTop Managers Individuals who are responsible for makingIndividuals who are responsible for making organization-wide decisions and establishing plansorganization-wide decisions and establishing plans and goals that affect the entire organization.and goals that affect the entire organization.
7.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–7 Exhibit 1–1Exhibit 1–1 Managerial LevelsManagerial Levels
8.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–8 What Is Management?What Is Management? • Managerial ConcernsManagerial Concerns EfficiencyEfficiency ““Doing things right”Doing things right” – Getting the most outputGetting the most output for the least inputsfor the least inputs EffectivenessEffectiveness ““Doing the right things”Doing the right things” – Attaining organizationalAttaining organizational goalsgoals
9.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–9 Exhibit 1–2Exhibit 1–2 Effectiveness and Efficiency in ManagementEffectiveness and Efficiency in Management
10.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–10 What Do Managers Do?What Do Managers Do? • Functional ApproachFunctional Approach PlanningPlanning Defining goals, establishing strategies to achieve goals,Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities. OrganizingOrganizing Arranging and structuring work to accomplish organizationalArranging and structuring work to accomplish organizational goals.goals. LeadingLeading Working with and through people to accomplish goals.Working with and through people to accomplish goals. ControllingControlling Monitoring, comparing, and correcting work.Monitoring, comparing, and correcting work.
11.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–11 Exhibit 1–3Exhibit 1–3 Management FunctionsManagement Functions
12.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–12 What Do Managers Do? (cont’d)What Do Managers Do? (cont’d) • Management RolesManagement Roles Approach (Mintzberg)Approach (Mintzberg) Interpersonal rolesInterpersonal roles Figurehead, leader, liaisonFigurehead, leader, liaison Informational rolesInformational roles Monitor, disseminator,Monitor, disseminator, spokespersonspokesperson Decisional rolesDecisional roles Disturbance handler, resourceDisturbance handler, resource allocator, negotiatorallocator, negotiator
13.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–13 What Managers Actually Do (Mintzberg)What Managers Actually Do (Mintzberg) • InteractionInteraction with otherswith others with the organizationwith the organization with the external contextwith the external context of the organizationof the organization • ReflectionReflection thoughtful thinkingthoughtful thinking • ActionAction practical doingpractical doing
14.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–14 What Do Managers Do? (cont’d)What Do Managers Do? (cont’d) • Skills ApproachSkills Approach Technical skillsTechnical skills Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field Human skillsHuman skills The ability to work well with other peopleThe ability to work well with other people Conceptual skillsConceptual skills The ability to think and conceptualize about abstract andThe ability to think and conceptualize about abstract and complex situations concerning the organizationcomplex situations concerning the organization
15.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–15 Exhibit 1–5Exhibit 1–5 Skills Needed at Different Management LevelsSkills Needed at Different Management Levels
16.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–16 Exhibit 1–6Exhibit 1–6 Conceptual SkillsConceptual Skills • Using information to solve business problemsUsing information to solve business problems • Identifying of opportunities for innovationIdentifying of opportunities for innovation • Recognizing problem areas and implementingRecognizing problem areas and implementing solutionssolutions • Selecting critical information from masses ofSelecting critical information from masses of datadata • Understanding of business uses of technologyUnderstanding of business uses of technology • Understanding of organization’s business modelUnderstanding 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.
17.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–17 Exhibit 1–6Exhibit 1–6 Communication SkillsCommunication Skills • Ability to transform ideas into words and actionsAbility to transform ideas into words and actions • Credibility among colleagues, peers, andCredibility among colleagues, peers, and subordinatessubordinates • Listening and asking questionsListening and asking questions • Presentation skills; spoken formatPresentation skills; spoken format • Presentation skills; written and/or graphicPresentation skills; written and/or graphic formatsformats 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.
18.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–18 Exhibit 1–6Exhibit 1–6 Effectiveness SkillsEffectiveness Skills • Contributing to corporate mission/departmentalContributing to corporate mission/departmental objectivesobjectives • Customer focusCustomer focus • Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel • Negotiating skillsNegotiating skills • Project managementProject management • Reviewing operations and implementingReviewing operations and implementing improvementsimprovements 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.
19.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–19 Exhibit 1–6Exhibit 1–6 Effectiveness Skills (cont’d)Effectiveness Skills (cont’d) 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. • Setting and maintaining performance standardsSetting and maintaining performance standards internally and externallyinternally and externally • Setting priorities for attention and activitySetting priorities for attention and activity • Time managementTime management
20.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–20 Exhibit 1–6Exhibit 1–6 Interpersonal Skills (cont’d)Interpersonal Skills (cont’d) 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. • Coaching and mentoring skillsCoaching and mentoring skills • Diversity skills: working with diverse people andDiversity skills: working with diverse people and culturescultures • Networking within the organizationNetworking within the organization • Networking outside the organizationNetworking outside the organization • Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment
21.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–21 Exhibit 1–7Exhibit 1–7 Management Skills and Management Function MatrixManagement Skills and Management Function Matrix
22.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–22 How The Manager’s Job Is ChangingHow The Manager’s Job Is Changing • The Increasing Importance of CustomersThe Increasing Importance of Customers Customers: the reason that organizations existCustomers: the reason that organizations exist Managing customer relationships is the responsibility of allManaging customer relationships is the responsibility of all managers and employees.managers and employees. Consistent high quality customer service is essential forConsistent high quality customer service is essential for survival.survival. • InnovationInnovation Doing things differently, exploring new territory, andDoing things differently, exploring new territory, and taking riskstaking risks Managers should encourage employees to be aware of andManagers should encourage employees to be aware of and act on opportunities for innovation.act on opportunities for innovation.
23.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–23 Exhibit 1–8Exhibit 1–8 Changes ImpactingChanges Impacting the Manager’s Jobthe Manager’s Job
24.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–24 What Is An Organization?What Is An Organization? • An Organization DefinedAn Organization Defined A deliberate arrangement of people to accomplishA deliberate arrangement of people to accomplish some specific purpose (that individuals independentlysome specific purpose (that individuals independently could not accomplish alone).could not accomplish alone). • Common Characteristics of OrganizationsCommon Characteristics of Organizations Have a distinct purpose (goal)Have a distinct purpose (goal) Composed of peopleComposed of people Have a deliberate structureHave a deliberate structure
25.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–25 Exhibit 1–9Exhibit 1–9 Characteristics of OrganizationsCharacteristics of Organizations
26.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–26 Exhibit 1–10Exhibit 1–10 The Changing OrganizationThe Changing Organization
27.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–27 Why Study Management?Why Study Management? • The Value of Studying ManagementThe Value of Studying Management The universality of managementThe universality of management Good management is needed in all organizations.Good management is needed in all organizations. The reality of workThe reality of work Employees either manage or are managed.Employees either manage or are managed. Rewards and challenges of being a managerRewards and challenges of being a manager Management offers challenging, exciting and creativeManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work.opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewardsSuccessful managers receive significant monetary rewards for their efforts.for their efforts.
28.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–28 Exhibit 1–11Exhibit 1–11 Universal Need for ManagementUniversal Need for Management
29.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–29 Exhibit 1–12Exhibit 1–12 Rewards and Challenges of Being A ManagerRewards and Challenges of Being A Manager
30.
© 2007 Prentice
Hall, Inc. All rights reserved. 1–30 Terms to KnowTerms to Know • managermanager • first-line managersfirst-line managers • middle managersmiddle managers • top managerstop managers • managementmanagement • efficiencyefficiency • effectivenesseffectiveness • planningplanning • organizingorganizing • leadingleading • controllingcontrolling • management rolesmanagement roles • interpersonal rolesinterpersonal roles • informational rolesinformational roles • decisional rolesdecisional roles • technical skillstechnical skills • human skillshuman skills • conceptual skillsconceptual skills • organizationorganization • universality ofuniversality of managementmanagement
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