Principles

of
management
FUNDAMENTALS OF MANAGEMENT (9 TH EDITION)
BY STEPHEN P. ROBBINS, DAVID A. DECENZO AND MARY COULTER
Chapter 1: Managers
and management
Nadra Tawfig

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 Learning Outcomes:
•Tell who managers are and where they work.
•Define management.
•Describe what managers do.
•Explain why it is important to study
management.

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Do you recognize these companies?
Which ones do you think are the most successful?
1.1 Tell Who Managers are
and Where They Work.

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Who Are Managers?

Where Do They Work?
• Managers :
- Individuals in an organization who direct the activities of
Other. They work in organizations .
• An organization:
A deliberate arrangement of people brought together to
accomplish some specific purpose.
Examples : ( University , Company) are considered organizations as
long as there are three common characteristics accessible.
Common Characteristics of
Organizations:

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 How Are Managers Different from
Nonmanagerial Employees?
Non-managerial Employees
People who work directly on a job or task and have no responsibility for
overseeing the work of others
Examples: Associates and Team Members
Managers
Individuals in organizations who direct the activities of others
The difference between Nonmanagerial and managers is that managers have
employees who report directly to them .

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What Titles Do Managers Have?
 What Titles Do Managers Have?
Top Managers :
- Make decisions about the direction of the organization and
philosophies that affect all organizational members.

Examples: President, Chief Executive Officer, Vice-President

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 What Titles Do Managers Have?
Middle Managers
- Manage the activities of other managers and non-managerial
employees.
- Responsible for translating the goals set by top managers into
specific detailed tasks that lower-level managers oversee.

Examples: Project Manager, District Manager, Division Manager

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 What Titles Do Managers Have?
First-line Managers
responsible for directing the day-to-day activities of non-managerial
employees,

Examples: Supervisor, Team Leader

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1.2 Define Management
 Define management
What Is Management?

Management is the process of getting things done

effectively and efficiently, with and through people.

The term “process” in the definition represents the

primary activities and functions that managers perform.

Effectiveness and efficiency deal with what we are doing

and how we are doing it.

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 What Is Management?
Effectiveness
“Doing the right things”: the tasks that help an organization reach its goals
Efficiency
“Doing things right” so that the organization’s resources—its people, money, and
equipment—are used to their fullest.
Example: buying a ticket to Geneva.

A bought a direct ticket (Jeddah- B bought an indirect ticket

Geneva) using Saudi Airlines that (Jeddah- Turkey, Turkey-Geneva)
costs 700$. with different airlines at the cost of
540$.
effective but not efficient) (effective and efficient)

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 Effectiveness and efficiency
Another Example: increasing the number of sales in a department
store.

x We increased the number of sales by increasing the number of

employees and speeding up employee-customer transactions.
Resulted in reduced customer satisfaction and higher costs. (effective
but not efficient)
üWe increased the number of sales by adding new technologies (self
service checkouts machines) that speeded up transactions and
increased sales. (effective and efficient)
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 Efficiency and Effectiveness are
Interrelated ..

It’s easier to be effective if one ignores efficiency.

Good management is concerned with both attaining
goals (effectiveness) and doing so as efficiently as
possible.
Poor management is most often due to both
inefficiency and ineffectiveness or to effectiveness
achieved through inefficiency.

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1.3. Describe What
Managers Do.
 What Do Managers Do?
In the functions approach proposed by French industrialist Henri
Fayol, all managers perform certain activities or functions.

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POLC
Four Management Functions:

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 Four Management Functions:

Planning
–Defining the organizational purpose and ways to achieve it.
Organizing
–Arranging and structuring work to accomplish organizational goals.
Leading
–Directing the work activities of others.
Controlling
–Monitoring, comparing, and correcting work performance.

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 What Are Management Roles?
In 1960, Mintzberg discovered that managers were engaged in a
number of varied, un-patterned, and short-duration activities. He
organized into the following three general categories:

1. Interpersonal roles
2. Informational roles
3. Decisional roles

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What Are Management Roles?

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 Mintzberg’s Managerial Roles

1. Interpersonal Roles:
The managers relation and the way he or she deals with the employees.
• Figurehead:
the manager performs ceremonial and symbolic duties as head of the organization (greeting
visitors, signing legal documents).
• Leader:
Direct and motivate subordinates, train, advice and influence them.
• Liaison (link):
Establish and maintain contacts within and outside the organization.

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 Mintzberg’s Managerial Roles

2. Informational Roles:
In and out the organization and how it should be transmitted.
• Monitor
Seeks and receives wide variety of special information to develop understanding of
organization and environment.
• Disseminator
Transmit information received to others within the organization.
• Spokesperson
Representing the organization to outsiders in speeches and reports.

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 Mintzberg’s Managerial Roles
3. Decisional Roles: ( the most important role )
• Entrepreneur
Searches for opportunities and initiate improvement projects.
• Disturbance handler
Responsible for correcting action when organization faces important disturbances.
• Negotiator
Responsible for representing the organization at a major negotiations.
• Resource allocator
Responsible for the allocation of organizations resources .
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 Which Approach Takes the Prize?

Functions ☑

Roles ☐
 What Skills Do Managers Need?
Conceptual Skills Interpersonal Skills

Technical Skills Political Skills

 What Skills Do Managers Need?
• Conceptual Skills
– Used to analyze and diagnose complex situations.
• Interpersonal Skills
– Used to work with, understand, and motivate individuals and groups.
• Technical Skills
– Involve job-specific knowledge and techniques required to perform
tasks.
• Political Skills
– Used to build a power base and establish connections.

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Class Activity
 Relate each skill to its category of managerial skills (conceptual skills - interpersonal skills - technical skills -
political skills), and name at which managerial level it is more important (low - middle – high) Work in
groups of two.

1. Proficiency in engineering 9. Understanding of generally accepted accounting

principles.
2. Motivate employees to achieve better outcomes.
10. Provide strategic direction.
3. Knowledge of manufacturing.
11. Credibility among colleagues, peers, and
4. Identification of opportunities for innovation. subordinates.
5. Knows a lot of important people and well connected 12. The ability to work well with people individually and
at work. in a group.
6. Knowledge of Java/C++/Perl Programming Language 13. Create the vision and define organizational goals.
7. Development of cooperation and team spirit. 14. Coaching and mentoring skills.
8. Analyze complex situations and take decisions. 15. Visualize how the organization fits into broader
environment.
16. Have a good intuition about how to present him/her
self to others.
 Is the Manager’s Job Universal?

1. Level in the Organization

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 Is the Manager’s Job Universal?

2. Size of the Organization

Apply managerial skills to this video:
https://youtu.be/f60dheI4ARg
1.4 Explain Why it is important
to study management ?

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 Why Study Management?
We all have a vested interest in improving the way
organizations are managed.

Well-managed organizations prosper even in challenging

economic times.

After graduation, most students become managers or are

managed.

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 REVIEW

Management is the process of getting things done___________ and

____________, with and __________ people.
Organizations have three characteristics: _________, __________, and a
_________________
Managers are usually classified as _________. ____________,
______________.
Managers work has three approaches: functions, roles, and skills: The 4
functions of managers are: 1) ___________ 2) ___________ 3) __________
and 4) _______________.

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Find Out The Manager’s Skills:

Interviewing job applicants, forming partnerships with

other businesses, and resolving conflicts all require these
skills ( …………..… )

Operating a word processing program, designing a

brochure & training people to use a budgeting system (
……………. )

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