Chapter 1
Introduction to Management and Organizations
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
1

OUTLINE
• Who are managers?
• What is management?
• What do managers do?
• What are the challenges of managing?
• Why study management?
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
2

Who Are Managers?
• Manager
• Someone who works with and through other people by coordinating their
work activities in order to accomplish organizational goals
(Robbins, et. Al, 2006, p. 7)
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
3

Types of Managers
Exhibit 1.2 Managerial Levels
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
4
Top
Managers
Middle Managers
First-Line Managers
Nonmanagerial Employees

Where Do Managers Work?
• Organization - A deliberate arrangement of people assembled to
accomplish some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
• Have a distinct purpose (goal)
• Are composed of people
• Have a deliberate structure

Exhibit 1-2: Characteristics of
Organizations

What Do Managers Do?
• Management involves coordinating and overseeing the work
activities of others so that their activities are completed efficiently
and effectively.

What Is Management?
• Managerial Concerns
• Efficiency
• “Doing things right”
• Getting the most output for the least
input
• Effectiveness
• “Doing the right things”
• Work activities that attain organizational
goals
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
8

Exhibit 1-3: Efficiency and Effectiveness
in Management

What Do Managers Do?
Three Approaches to describe:
• Management Functions
• Management Roles (Mintzberg)
• Management Skills
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
10

Management Functions
•Planning - Defining goals, establishing strategies to
achieve goals, and developing plans to integrate
and coordinate activities.
•Organizing - Arranging and structuring work to
accomplish organizational goals.
•Leading - Working with and through people to
accomplish goals.
•Controlling - Monitoring, comparing, and correcting
work.

Exhibit 1.4 Management Functions
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
12
Planning
Defining goals,
establishing
strategy, and
developing
sub-plans to
coordinate
activities
Lead to
Organizing
Determining
what needs
to be done,
how it will
be done, and
who is to do it
Leading
Directing and
motivating all
involved parties
and resolving
conflicts
Controlling
Monitoring
activities
to ensure
that they are
accomplished
as planned
Achieving the
organization’s
stated
purpose

Management Roles
• Roles are specific actions or behaviors expected of a manager.
• Mintzberg identified 10 roles grouped around interpersonal
relationships, the transfer of information, and decision making.

What Do Managers Do? (cont’d)
• Mintzberg’s Management Roles
Approach
(Robbins, et. al., 2006, Exhibit 1.5, p. 12)
• Interpersonal roles
• Figurehead, leader, liaison
• Informational roles
• Monitor, disseminator, spokesperson
• Decisional roles
• Entrepreneur, disturbance handler,
resource allocator, negotiator
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
14

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

Exhibit 1.6 Skills Needed at Different
Management Levels
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
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Top
Managers
Middle
Managers
Low er-level
Managers
Importance
Conceptual
Skills
Human
Skills
Technical
Skills

Exhibit 1-7: Important Managerial Skills

The 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.

The Importance of Innovation
• Innovation
• Doing things differently, exploring new territory, and taking risks.
• Managers should encourage employees to be aware of and act on
opportunities for innovation.

The Importance of Sustainability
• Sustainability -
a company’s ability to achieve its
business goals and increase long-
term shareholder value by
integrating economic,
environmental, and social
opportunities into its business
strategies.

Exhibit 1-8: Changes Facing Managers

Why Study Management?
• Universality of Management
• The reality that management is needed
• in all types and sizes of organizations
• at all organizational levels
• in all organizational areas
• in all organizations, regardless of location

Exhibit 1-9: Universal Need for
Management

Exhibit 1-10: Rewards and Challenges of
Being a Manager

Exhibit 1.8 The Changing Organization
Traditional
• Stable
• Inflexible
• Job-focused
• Work is defined by job positions
• Individual-oriented
• Permanent jobs
• Command-oriented
• Managers always make decisions
• Rule-oriented
• Relatively homogeneous workforce
• Workdays defined as 9 to 5
• Hierarchical relationships
• Work at organizational facility during
specific hours
New Organization
• Dynamic
• Flexible
• Skills-focused
• Work is defined in terms of tasks to be
done
• Team-oriented
• Temporary jobs
• Involvement-oriented
• Employees participate in decision making
• Customer-oriented
• Diverse workforce
• Workdays have no time boundaries
• Lateral and networked relationships
• Work anywhere, anytime
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
25

Exhibit 1.9 Challenges Impacting the
Manager’s Job
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
26
Ethics
Manager
E-Business
Globalization
Diversity
Customers
Innovation
Knowledge
Management

Challenges to Managing
• Ethics
• Increased emphasis on ethics education in university and college curriculums
• Increased creation and use of codes of ethics by businesses
• Workforce Diversity
• Increasing heterogeneity in the workforce
• More gender, minority, ethnic, and other forms of diversity in employees (cultural values
important)
• Biggest immediate issue? (aging pop.)
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
27

Challenges to Managing (cont’d)
• Globalization
• Management in international organizations
• Political and cultural challenges of operating in a global market
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
28

Challenges to Managing (cont’d)
• E-business (electronic business)
• The work performed by an organization using electronic linkages to its key
constituencies
• E-commerce: the sales and marketing component of an e-business
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
29

Challenges to Managing (cont’d)
• Importance of Customers
• Customers have more opportunities than ever before
• Delivering consistent high-quality service is essential
• Managers need to create customer-responsive organizations
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
30

Challenges to Managing (cont’d)
• Innovation
• Doing things differently, exploring new territory, and taking risks
• Managers need to encourage all employees to be innovative
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
31

Challenges to Managing (cont’d)
• Knowledge Management
• The cultivation of a learning culture where organizational members
systematically gather and share knowledge with others in order to achieve
better performance
• Learning Organization
• An organization that has developed the capacity to continuously learn, adapt,
and change
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
32

Exhibit 1.11 Learning Organization Vs.
Traditional Organization
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
33

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
• Entrepreneurship
• The organized effort to pursue opportunities to create value and grow through
innovation and uniqueness
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton,
Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
34