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

2. © 2007 Prentice Hall, Inc. All rights reserved.1–2 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Who Are Managers? Explain how managers differ from non-managerial employees.Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations.Describe how to classify managers in organizations. What Is Management? Define management.Define management. Explain why efficiency and effectiveness are important to management.Explain why efficiency and effectiveness are important to management.

3. © 2007 Prentice Hall, Inc. All rights reserved.1–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Is An Organization? Describe the characteristics of an organization.Describe the characteristics of an organization. Explain how the concept of an organization is changing.Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept.Explain the universality of management concept. Discuss why an understanding of management is important.Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.Describe the rewards and challenges of being a manager.

4. © 2007 Prentice Hall, Inc. All rights reserved.1–4 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. What Do Managers Do? Describe the four functions of management.Describe the four functions of management. Explain Mintzberg’s managerial roles.Explain Mintzberg’s managerial roles. Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level.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 managers’ jobs.Discuss the changes that are impacting managers’ jobs. Explain why customer service and innovation are important to the manager’s job.Explain why customer service and innovation are important to the manager’s job.

5. To know who are managersTo know who are managers To know the managerial levels To know the managerial levels What is managementWhat is management What do managers doWhat do managers do Management RolesManagement Roles Management skillsManagement skills Management functionsManagement functions How the manager’s job is changingHow the manager’s job is changing What is an organizationWhat is an organization Why study managementWhy study management Chapter objectives

6. 1-What's an organization? Group of people work together to attain organization’s goals Organization can be Profit or non-profit organization traditional or dynamic Group of people work together to attain organization’s goals Organization can be Profit or non-profit organization traditional or dynamic 2-Who's a manager? 2-Who's a manager? Is the person who coordinates and oversees the work of others to achieve organization’s goals. 3-What's management? Management is attainment of organizational goals in an effective and efficient manner through the management functions Let’s Chat Let’s Chat

7. Managers are the organizational members who told others what to do and how to do itManagers are the organizational members who told others what to do and how to do it There is difference between managers and non managerial employeesThere is difference between managers and non managerial employees A manager’s job is not about personal achievement it’s about helping others to do their workA manager’s job is not about personal achievement it’s about helping others to do their work Who are managers Who are managers

8. What managers do isn’t easy or simpleWhat managers do isn’t easy or simple Remember that just as no two organizations are alike, no two manager’s jobs are alikeRemember that just as no two organizations are alike, no two manager’s jobs are alike There are three approaches:There are three approaches: Management Functions(Henri Fayol)Management Functions(Henri Fayol) Management Roles(Henry Mintzberg)Management Roles(Henry Mintzberg) Management Skills(Robert L Katz)Management Skills(Robert L Katz) What do managers do What do managers do

9. © 2007 Prentice Hall, Inc. All rights reserved.1–9 Who Are Managers? ManagerManager  Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

10. © 2007 Prentice Hall, Inc. All rights reserved.1–10 Classifying Managers First-line ManagersFirst-line Managers  Individuals who manage the work of non-managerial employees. Middle ManagersMiddle Managers  Individuals who manage the work of first-line managers. Top ManagersTop Managers  Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

11. © 2007 Prentice Hall, Inc. All rights reserved.1–11 Exhibit 1–1Managerial Levels

12. © 2007 Prentice Hall, Inc. All rights reserved.1–12 What Is Management? Managerial ConcernsManagerial Concerns  Efficiency  “Doing things right” –Getting the most output for the least inputs  Effectiveness  “Doing the right things” –Attaining organizational goals

13. © 2007 Prentice Hall, Inc. All rights reserved.1–13 Exhibit 1–2Effectiveness and Efficiency in Management

14. © 2007 Prentice Hall, Inc. All rights reserved.1–14 What Do Managers Do? Functional ApproachFunctional 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.

15. © 2007 Prentice Hall, Inc. All rights reserved.1–15 Exhibit 1–3Management Functions

16. © 2007 Prentice Hall, Inc. All rights reserved.1–16 What Do Managers Do? (cont’d) Management Roles Approach (Mintzberg)Management Roles Approach (Mintzberg)  Interpersonal roles  Figurehead, leader, liaison  Informational roles  Monitor, disseminator, spokesperson  Decisional roles  Disturbance handler, resource allocator, negotiator

17. © 2007 Prentice Hall, Inc. All rights reserved.1–17 What Managers Actually Do (Mintzberg) InteractionInteraction  with others  with the organization  with the external context of the organization ReflectionReflection  thoughtful thinking ActionAction  practical doing

18. © 2007 Prentice Hall, Inc. All rights reserved.1–18 What Do Managers Do? (cont’d) Skills ApproachSkills Approach  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

19. © 2007 Prentice Hall, Inc. All rights reserved.1–19 Exhibit 1–5Skills Needed at Different Management Levels

20. © 2007 Prentice Hall, Inc. All rights reserved.1–20 Exhibit 1–6Conceptual Skills Using information to solve business problemsUsing information to solve business problems Identifying of opportunities for innovationIdentifying of opportunities for innovation Recognizing problem areas and implementing solutionsRecognizing problem areas and implementing solutions Selecting critical information from masses of dataSelecting critical information from masses of data Understanding of business uses of technologyUnderstanding of business uses of technology Understanding of organization’s business modelUnderstanding of organization’s business model Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

21. © 2007 Prentice Hall, Inc. All rights reserved.1–21 Exhibit 1–6Communication Skills Ability to transform ideas into words and actionsAbility to transform ideas into words and actions Credibility among colleagues, peers, and subordinatesCredibility among colleagues, peers, and subordinates Listening and asking questionsListening and asking questions Presentation skills; spoken formatPresentation skills; spoken format Presentation skills; written and/or graphic formatsPresentation skills; written and/or graphic formats Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

22. © 2007 Prentice Hall, Inc. All rights reserved.1–22 Exhibit 1–6Effectiveness Skills Contributing to corporate mission/departmental objectivesContributing to corporate mission/departmental objectives Customer focusCustomer focus Multitasking: working at multiple tasks in parallelMultitasking: working at multiple tasks in parallel Negotiating skillsNegotiating skills Project managementProject management Reviewing operations and implementing improvementsReviewing operations and implementing improvements Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

23. © 2007 Prentice Hall, Inc. All rights reserved.1–23 Exhibit 1–6Effectiveness Skills (cont’d) Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. Setting and maintaining performance standards internally and externallySetting and maintaining performance standards internally and externally Setting priorities for attention and activitySetting priorities for attention and activity Time managementTime management

24. © 2007 Prentice Hall, Inc. All rights reserved.1–24 Exhibit 1–6Interpersonal Skills (cont’d) Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002. Coaching and mentoring skillsCoaching and mentoring skills Diversity skills: working with diverse people and culturesDiversity skills: working with diverse people and cultures Networking within the organizationNetworking within the organization Networking outside the organizationNetworking outside the organization Working in teams; cooperation and commitmentWorking in teams; cooperation and commitment

25. © 2007 Prentice Hall, Inc. All rights reserved.1–25 Exhibit 1–7Management Skills and Management Function Matrix

26. © 2007 Prentice Hall, Inc. All rights reserved.1–26 How The Manager’s Job Is Changing The Increasing Importance of CustomersThe 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. InnovationInnovation  Doing things differently, exploring new territory, and taking risks  Managers should encourage employees to be aware of and act on opportunities for innovation.

27. © 2007 Prentice Hall, Inc. All rights reserved.1–27 Exhibit 1–8 Changes Impacting the Manager’s Job

28. © 2007 Prentice Hall, Inc. All rights reserved.1–28 What Is An Organization? An Organization DefinedAn Organization Defined  A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of OrganizationsCommon Characteristics of Organizations  Have a distinct purpose (goal)  Composed of people  Have a deliberate structure

29. © 2007 Prentice Hall, Inc. All rights reserved.1–29 Exhibit 1–9Characteristics of Organizations

30. © 2007 Prentice Hall, Inc. All rights reserved.1–30 Exhibit 1–10The Changing Organization

31. © 2007 Prentice Hall, Inc. All rights reserved.1–31 Why Study Management? The Value of Studying ManagementThe 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.

32. © 2007 Prentice Hall, Inc. All rights reserved.1–32 Exhibit 1–11Universal Need for Management

33. © 2007 Prentice Hall, Inc. All rights reserved.1–33 Exhibit 1–12Rewards and Challenges of Being A Manager

34. © 2007 Prentice Hall, Inc. All rights reserved.1–34 Terms to Know managermanager first-line managersfirst-line managers middle managersmiddle managers top managerstop managers managementmanagement efficiencyefficiency effectivenesseffectiveness planningplanning organizingorganizing leadingleading controllingcontrolling management rolesmanagement roles interpersonal rolesinterpersonal roles informational rolesinformational roles decisional rolesdecisional roles technical skillstechnical skills human skillshuman skills conceptual skillsconceptual skills organizationorganization universality of managementuniversality of management

35. Becoming a Manager Becoming a Manager 1)Keep up with current business news 2)Read books about good and bad examples of managing 3)Discover what is unique about each person and capitalize on it 4)Keep in mind the simple advice of the late Peter Drucker management is about people 5)Work on your “soft” skills as they are important factors for getting jobs 6)Observe managers and how they handle people and situations 7)Talk to actual managers about their experiences –good and bad 8)Get experience in managing by taking on leadership role in student organizations 9)Start thinking about whether you’d enjoy being a manager © 2007 Prentice Hall, Inc. All rights reserved.1–35

36. I.Define: Management—efficiency- effectiveness- organization Management—efficiency- effectiveness- organization II.Answer the following questions: 1)What are the four management functions? 2)How are managers classified in an organization? 3)Explain briefly management roles-skills 4)What is the difference between traditional and contemporary organization? 5)Why study management? 6)Explain the universal need for management Home assignment(1) Home assignment(1)

37. Mark ( true ) or (false) and correct the false ones:Mark ( true ) or (false) and correct the false ones: 1.Non managerial employees are classified on top of the organization pyramid structure 2.Managers coordinate and oversees the work of others to achieve their personal goals 3.Efficiency is doing the right things 4.Planning is a management function that arrange and structure work 5.Importance of management skills varies depending on managerial levels 6.Changes have no impact on manager’s job Home assignment(2) Home assignment(2)

38. Mark ( true ) or (false) and correct the false ones:Mark ( true ) or (false) and correct the false ones: 7.Every organization needs customers as without customers they would cease to exist 8.Employees’ attitude and behavior play a minor role in customer satisfaction 9.Innovation means doing things differently, exploring new ideas, taking risks 10.Traditional organization is dynamic and flexible and team- oriented 11.Management is needed in some types and some levels and areas in the organization 12.There are many rewards and challenges of being a manager Home assignment(2)

39. Essay writing:Essay writing: Studying management is very important to be successful in your career Studying management is very important to be successful in your career  Give reason: 1)Human skills are important for all managerial levels 2)The manager is not in full control of his destiny 3)Organizations are changing Assignment (3)