Management

Stephen P. Robbins Mary Coulter

Chapter Introduction to
1 Management
and
Organizations
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–1
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important
to management.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–2
 Learning Outcomes
1.3 What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and
how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting manager’s
jobs.
• Explain why customer service and innovation are
important to the manager’s job.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–3
 Learning Outcomes
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–4
 Who Are Managers?
• Manager
 Someone who coordinates and oversees
 (responsible for controlling or administering)  the
work of other people so that organizational goals can
be accomplished.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–5
 Classifying Managers
• First-line Managers
 Individuals who manage the work of non-managerial
employees.
• Middle Managers
 Individuals who manage the work of first-line
managers.
• Top Managers
 Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–6
 Exhibit 1–2 Managerial Levels

 Executive vice president, president, managing director, chief operating officer, or

chief executive officer.
 Regional manager, project leader, store manager, or division manager.
 Shift managers, district managers, department managers, or office
managers.
 President, vice president and CEO
 Plant manager, operations manager, division head
 Supervisor, coordinator and office manager

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–7
Resource allocation is the
process of assigning and
managing assets in a Environmental scanning is the ongoing
manner that supports an tracking of trends and occurrences in an
organization's strategic organization's internal and external
planning goals. Resource environment that bear on its success,
allocation includes managing currently and in the future. The results are
tangible assets such as extremely useful in shaping goals and
hardware to make the best
use of softer assets such as
strategies .
human capital.

1–8

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

• What is Organization:- it is a deliberate
arrangement of people to accomplish some specific
purpose

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–9
 What Is Management?

• Management involves coordinating and

overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–10
 What Is Management?
• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output
for the least inputs
 Effectiveness
 “Doing the right things”
– Attaining organizational
goals

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–11
Exhibit 1–3 Effectiveness and Efficiency in
Management

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–12
 What Managers Do?
Simply, Management is what managers do.

• Three Approaches to Defining What Managers

Do.
 Functions they perform.
 Roles they play.
 Skills they need.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–13
 What Managers Do?
Henri Fayol, a French business (first proposed in the early part of the twentieth century that all
managers perform five functions: planning, organizing, commanding, coordinating, and
controlling.
Today, these functions have been condensed to four: planning, organizing, leading, and
controlling. Let’s briefly look at each function.)

• Functions Manager’s Perform

 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.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–14
 Exhibit 1–4 Management Functions

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–15
 What Managers Do?
• Roles Manager’s Play
 Roles are specific actions or behaviors expected of a
manager.
 Henry Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of information,
and decision making.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–16
1–17
 What Managers Do?
• Management Roles (Mintzberg)
 Interpersonal roles
 Figurehead, As a manager, you have social, ceremonial and legal
responsibilities. You're expected to be a source of inspiration.
People look up to you as a person with authority, and as a
figurehead.

 leader, This is where you provide leadership for your team, your
department or perhaps your entire organization; and it's where you
manage the performance and responsibilities of everyone in the
group.

 Liaison, Managers must communicate with internal and external

contacts. You need to be able to network effectively on behalf of
your organization.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–18
 What Managers Do?
• Management Roles (Mintzberg)
 Informational roles
 Monitor, In this role, you regularly seek out information related to
your organization and industry, looking for relevant changes in the
environment. You also monitor your team, in terms of both their
productivity, and their well-being.

 disseminator,  This is where you communicate potentially useful

information to your colleagues and your team.

 Spokesperson, Managers represent and speak for their

organization. In this role, you're responsible for transmitting
information about your organization and its goals to the people
outside it.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–19
• Management Roles (Mintzberg)
 Decisional roles
 Entrepreneur, As a manager, you create and control change within
the organization. This means solving problems, generating new
ideas, and implementing them.

 disturbance handler, When an organization or team hits an

unexpected roadblock, it's the manager who must take charge. You
also need to help mediate disputes within it.

 resource allocator, You'll also need to determine where

organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational
resources.

 Negotiator, You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.
1–20
 Exhibit 1.5 Mintzberg’s Managerial Roles
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Informational Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–21
 What Managers Do?
• Skills Managers Need
 Technical skills
 Job specific knowledge and techniques needed to proficiently
perform work tasks.
 Human skills
 The ability to work well with other people, both Individually and in
group
 Conceptual skills
skills managers use to think and to conceptualize about abstract
and complex situations.
 Using these skills, managers see the organization as a whole,
understand the relationships among various subunits, and
visualize how the organization fits into its broader environment.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–22
 Exhibit 1–6 Skills Needed at Different
Management Levels

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–23
 What Is An Organization?
• An Organization Defined
 A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–24
 Exhibit 1–9 Characteristics of Organizations

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–25
 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.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–26
 Exhibit 1–10 Universal Need for Management

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–27
 Exhibit 1–11 Rewards and Challenges of
Being A Manager

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–28
 Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–29
 All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by
any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–30