8 th edition Steven P. Robbins Mary Coulter
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1 8 th edition Steven P. Robbins Mary Coulter Copyright 2005 Prentice Hall, Inc. All rights reserved.
2 Who Are Managers?* Manager Someone who works with and through other people by coordinating, integrating and monitoring their work activities in order to accomplish organizational goals. Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 2
3 Classifying Managers* 1. First-line Managers also called supervisors Are at the lowest level of management and manage the work of non-managerial employees. 2. Middle Managers Manage the work of first-line managers. 3. Top Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 3
4 Managerial Levels* Traditionally structured organizations shaped like a pyramid. Exhibit 1.1 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 4
5 What Is Management?* It is what managers do. Formal definition - It involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Managerial Concerns Efficiency Doing things right Getting the most output for the least inputs Effectiveness Doing the right things Attaining organizational goals 1 5
6 Effectiveness and Efficiency in Management Exhibit 1.2 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 6
7 What Do Managers Do?* Functional Approach first suggested by Henri Fayol in the early part of the twentieth century 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 the work. Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 7
8 Management Functions Exhibit 1.3 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 8
9 What Do Managers Do? (cont d)* Management Roles Approach Henry Mintzberg Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Disturbance handler, resource allocator, negotiator Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 9
10 What Do Managers Do? (cont d) Skills Approach developed by Robert L. Katz 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 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 10
11 Skills Needed at Different Management Levels Exhibit 1.5 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 11
12 How The Manager s 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. Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 12
13 What Is An Organization? An Organization Defined A deliberate arrangement of people to accomplish some specific purpose Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 13
14 Characteristics of Organizations Exhibit 1.9 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 14
15 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. MANAGEMENT IS BOTH SCIENCE AS WELL AS AN ART.
16 Universal Need for Management Exhibit 1.11 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 16
17 Rewards and Challenges of Being A Manager Exhibit 1.12 Copyright 2005 Prentice Hall, Inc. All rights reserved. 1 17
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