By STEPHEN P. ROBBINS MARY COULTER Management By STEPHEN P. ROBBINS MARY COULTER

PART 1 Chapter 1 Introduction to Management and Organization Chapter 2 Management yesterday and Today

Management Process Planning Organizing Leading Controlling

Management Roles : Henry Mintzberg 1. Interpersonal Figurehead Leader Liaison 2. Informational Monitor Disseminator Spokeperson 3. Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator

Management Skill 1. Technical Skill 2. Human Skill 3. Conceptual Skill

Management Theories 1. Scientific 2. Administrative Theorists 3. Quantitative Approach 4. Organizational Behavior

Current Trends and Issues Globalization Workforce Diversity Entrepreneurship E – Business Need for Innovation and Flexibility Quality Management Learning Organization Workplace Spirituality

PART 2 Chapter 3 Organization Culture and the Environment : The Constraints Chapter 4 Managing in a Global Environment Chapter 5 Social Responsibility and Managerial Ethics

Low…………High Attention to Detail Low…………High Innovation and Risk Taking Low…………High Outcome Orientation Organizational Culture Low…………High Stability Low…………High People Orientation Low…………High Aggressiveness Low…………High Team Orientation

Managing in a Global Environment The Global Environment Regional Trading Alliance Different Type of Global Organizations

Established International Stage I Passive Response Stage II Passive Response Stage III Established International Operations Foreign Subsidiary Joint Ventures Strategic Alliances Exporting To foreign countries or Importing From foreign countries Hiring foreign Representation Or contracting With foreign manufacturers Licensing/ Franchising

Social Responsibility and Managerial Ethics The “Greening “ of Management How Organizations Go Green 1. Legal Approach 2. Market Approach 3. Stakeholders Approach 4. Activist Approach

PART 3 Chapter 6 Decision Making: the Essence of the Manager’s Job Chapter 7 Foundations of Planning Chapter 8 Strategic Management Chapter 9 Planning Tools and Techniques

Purposes of Planning Planning Gives Direction Planning Reduces Uncertainty Planning Reduces Overlapping and Wasteful Activities Planning Sets the Standard Used in Controlling

The Strategic Management Process 2 3 Analyze the Environment. Identify the Opportunities And threats. 1 Identify the organization’s current mission, Objectives, and strategies. 6 7 8 Formulate Strategies. Formulate Strategies. Formulate Strategies. 4 5 Analyze the organization’s Resources. Identify Strengths and Weaknesses.

Levels of Organization Strategy Multibusiness Corporation Corporate Level Business Level Strategic Business Unit 1 Strategic Business Unit 2 Strategic Business Unit 3 Functional Level Research and Development Manufacturing Marketing Human Resources Finance

PART 4 Chapter 10 Organizational Structure and Design Chapter 11 Communication and Information Technology Chapter 12 Human Resource Management Chapter 13 Managing Change and Innovation

Contemporary Organization Designs Team-Based Structures Matrix Structure Project Structure Autonomous Internal Units Boundaryless Organization Leaning Organization

The HRM Process Environment Environment Human Resource Planning Recruitment Selection Identification and Selection of Competent Employees Training Orientation Training Adapted and competent employees with up-to-date skills and knowledge Performance Management Compensation and Benefits Career Development Competent and high-performing employees who are capable of sustaining high performance over the long term Environment

Chang Management Forces for Change 1. External Forces Marketplace Governmental Laws and Regulations Technology Labor Market Economic 2. Internal Forces Operations of the Organization

PART 5 Chapter 14 Foundations of Behavior Chapter 15 Understanding Groups and Teams Chapter 16 Motivating Employees Chapter 17 Leadership

Behavior Individual Behavior Group Behavior Attitude Personality Perception Learning Motivation Group Behavior Team Building Leadership Conflict

Attitude Job Satisfaction Job Involvement Organizational Commitment Organizational Citizenship Behavior

Big-Five Model of Personality Extraversion Agreeableness Conscientiousness Emotional Stability Openness to Experience

Shaping : A Managerial Tool Positive Reinforcement Negative Reinforcement Punishment Extinction

PART 6 Chapter 18 Foundations of Control Chapter 19 Operations and Value Chain Management

Types of Control Feedforward Control Concurrent Control Feedback Control