Introduction of management and organisation

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1. ninth edition
STEPHEN P. ROBBINS
PowerPoint Presentation by Charlie Cook
The University of West Alabama
MARY COULTER
© 2007 Prentice Hall, Inc.
All rights reserved.
Introduction to
Management and
Organizations
Chapter
1

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Who Are Managers?
•Manager
The people responsible for supervising the use of an
organization’s resources to meet its goals

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Exhibit 1–1Managerial Levels

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Classifying Managers
•First-line Managers
Responsible for daily supervision of the non-managerial
employees who perform many of the specific activities necessary
to produce goods and services.
•Middle Managers
Individuals who manage the work of first-line managers.
Responsible for finding the best way to organize human and
other resources to achieve organizational goals
•Top Managers
Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.
Establish organizational goals and monitor middle managers
Ultimately responsible for the success or failure of an
organization

5. Management
•Managementis the process of designing and
maintaining an environment in which individuals,
working together in groups, accomplish
efficiently selected aims.
•The planning, organizing, leading, and
controlling of human and other resources to
achieve organizational goals effectively and
efficiently
5

6. 1-6
What is Management?
•All managers work in organizations
•Organizations –collections of people who work
together and coordinate their actions to achieve
a wide variety of goals
•Resourcesinclude people, skills, know-how and
experience, machinery, raw materials,
computers and IT, patents, financial capital, and loyal
customers and employees

7. Management
•Management applies to any kind of organization.
•It applies to managers at all organizational
levels.
•The aim of all managers is the same: to create a
surplus.
•Managing is concerned with productivity; that
implies effectiveness
© 2007 Prentice Hall, Inc. All rights reserved. 1–7

8. 1-8
Organizational Performance
A measure of how efficiently and effectively
managers use available resources to satisfy
customers and achieve organizational goals

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What Is Management?
•Managerial Concerns
Efficiency
“Doing things right”
–Getting the most output for the
least inputs
–A measure of how well or how
productively resources are used to
achieve a goal
Effectiveness
“Doing the right things”
–Attaining organizational goals
–A measure of the appropriateness of
the goals an organization is pursuing
and the degree to which they are
achieved.

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Exhibit 1–2Effectiveness and Efficiency in Management

11. 1-11
Figure 1.1

12. 1-12
Managerial Tasks
•Managers at all levels in all organizations
perform each of the four essential managerial
tasks of planning, organizing, leading, and
controlling

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What Do Managers Do?
•Functional Approach
Planning
Defining goals, establishing strategies to achieve goals,
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.

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Exhibit 1–3Management Functions

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What Do Managers Do? (cont’d)
•Management Roles
Approach (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Disturbance handler, resource
allocator, negotiator

16. 1-16
Interpersonal Roles
Roles that managers assume to provide direction and
supervision to both employees and the organization as
a whole.
Figurehead—symbolizing the organization’s mission and
what it is seeking to achieve.
Leader—training, counseling, and mentoring high
employee performance.
Liaison—linking and coordinating the activities of people
and groups both inside and outside the organization.

17. 1-17
Informational Roles
Roles associated with the tasks needed to obtain and
transmit information in the process of managing the
organization.
Monitor—analyzing information from both the internal
and external environment.
Disseminator—transmitting information to influence the
attitudes and behavior of employees.
Spokesperson—using information to positively influence
the way people in and out of the organization respond to
it.

18. 1-18
Decisional Roles
Roles associated with methods managers use in planning
strategy and utilizing resources.
Entrepreneur—deciding which new projects or programs to
initiate and to invest resources in.
Disturbance handler—managing an unexpected event or
crisis.
Resource allocator—assigning resources between
functions and divisions, setting the budgets of lower
managers.
Negotiator—reaching agreementsbetween other managers,
unions, customers, or shareholders.

19. 1-19
Managerial Skills
•Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect.
•Human skills
The ability to understand, alter, lead, and control the
behavior of other individuals and groups.
The ability to work well with other people
•Technical skills
Job-specific skills required to perform a particular
type of work or occupation at a high level.

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Exhibit 1–5Skills Needed at Different Management Levels

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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
for their efforts.

22. © 2007 Prentice Hall, Inc. All rights reserved. 1–22
Exhibit 1–11Universal Need for Management

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Exhibit 1–12Rewards and Challenges of Being A Manager