ninth edition

STEPHEN P. ROBBINS MARY COULTER

Introduction to
Management

© 2007 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. The University of West Alabama
 LEARNING OUTLINE
By the end of this lecture you should be able answer the following
five basic questions about management?

1. What in an Organisation?
2. Who is a Manager?
3. Two Managerial Concerns
4. Levels of Managers
5. What do Managers do?

© 2007 Prentice Hall, Inc. All rights reserved. 1–2

 What Is An Organization?

A deliberate arrangement of people to accomplish

specific goals (that individuals independently could not
accomplish alone).
A company – is an example of an organisation
A project team – is also an organisation (less formal).

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 Common Characteristics
Have a distinct GOAL
Composed of PEOPLE
Have a deliberate STRUCTURE

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 A good organisation / team needs high
performance culture

The performance culture determines the

individuals and teams:
• Growth and development
• Level of achievement

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 Who is a Manager?
Someone who coordinates and oversees the work of
other people so that organisational goals can be
accomplished.

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 Two Managerial Concerns
Efficiency
 It about getting the most output for the least inputs.
 “Doing the things right”.
 It is a tactical thinking and much related to
management i.e. implementing the vision.

Effectiveness
 It is about attaining organizational goals.
 Doing right things”.
 It is a strategic thinking and typically leadership;
creating the vision.

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 We want high efficiency and hig effectiveness

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 Exhibit 1–1 Managerial Levels

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 Levels of Managers
• Bottom Managers / First-line Managers
 Individuals who manage the work operative people /
workers / non managerial. Eg supervisors, executives
• Middle Managers
 Individuals who manage the work of supervisors or
first-line managers. Eg, Marketing Manager, Fund
Raising Manager; Head of Sectors
• Top Managers
 Individuals who manage middle managers; make
organization-wide decisions; establishing goals/ plans
that affect the entire organization. Eg, CEO or
President of Society
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 What do Managers Do? Management Functions

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 EXERCISE (5 Minutes)
Work in pairs and answer the following questions:

Provide examples of the following situations in which you

(or your group) may have encountered of different levels
of efficiency & effectiveness:

• Situation 1 – Low Efficiency, Low Effectiveness

• Situation 2 – Low Efficiency but High Effectiveness
• Situation 3 – High Efficiency but Low Effectiveness
• Situation 4 – High Efficiency and High Effectiveness

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EXERCISE (5 Minutes)
LOW HIGH
EFFECTIVENESS EFFECTIVENESS

LOW
EFFECTIVENESS

HIGH
EFFECTIVENESS

1–13
 What Do Managers Do?
• Skills Approach
 Technical skills
 Knowledge and proficiency in a specific field Eg. Medical
treatment
 Human skills
 The ability to work well with other people Eg. Inspiring others,
solving personal conflicts among team members
 Conceptual skills
 The ability to think and conceptualize about abstract and
complex situations concerning the organization. Eg the social
reasons lead to disease; doctors bigger role

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 Exhibit 1–5 Skills Needed at Different Management Levels

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