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

1–21–2 OVERVIEW OF MANAGEMENT ‘Management is achievement of organisational goals through the major functions of ‘Management is achievement of organisational goals through the major functions of Planning, Organising, Leading and Controlling.’

1–3 Who Are Managers? ManagerManager  Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

1–4 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.

1–5 Exhibit 1–1Managerial Levels

1–6 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

1–7 Exhibit 1–2Effectiveness and Efficiency in Management

1–81–8 1. Planning 4. Controlling 3. Leading 2. Organising Achievement of organisational goals via: OVERVIEW OF MANAGEMENT

© 2007 Prentice Hall, Inc. All rights reserved.1–9 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.

© 2007 Prentice Hall, Inc. All rights reserved.1–10 Exhibit 1–3Management Functions

© 2007 Prentice Hall, Inc. All rights reserved.1–11 What Do Managers Do? 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

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin1–12 INTERPERSONAL ROLE Figureheads: Projecting a set of values, communicating an image.Figureheads: Projecting a set of values, communicating an image. Leader role: Needs to be informed, as well as informing. Leadership skills commonly lacking in managers.Leader role: Needs to be informed, as well as informing. Leadership skills commonly lacking in managers. Liaison role: Developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures.Liaison role: Developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures.

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin1–13 INFORMATIONAL ROLE Monitor: Sifting, sorting, selecting information (to help set the agenda)—phone, meetings, memos, social functions, mail, public gatherings.Monitor: Sifting, sorting, selecting information (to help set the agenda)—phone, meetings, memos, social functions, mail, public gatherings. Disseminator: The passing of relevant information to subordinates.Disseminator: The passing of relevant information to subordinates. Spokesperson: Has to be able to express it, have solid verbal skills—right message at right time.Spokesperson: Has to be able to express it, have solid verbal skills—right message at right time.

1–14 DECISIONAL ROLE Entrepreneurial: Ability to identify opportunities and threats—able to do this in diverse situations—work or leisure.Entrepreneurial: Ability to identify opportunities and threats—able to do this in diverse situations—work or leisure. Disturbance handler: More information available, more likely correct decision is made.Disturbance handler: More information available, more likely correct decision is made. Resource allocator: To divisions or departments; managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship).Resource allocator: To divisions or departments; managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship).

1–15 DECISIONAL ROLE Negotiator: Managers need precise and relevant information to facilitate this role. Therefore, the best managers: Place themselves at the centre of a vast network of contacts that are social, political, occupational, organisational, international.Place themselves at the centre of a vast network of contacts that are social, political, occupational, organisational, international. Can sift, sort, and select valuable information.Can sift, sort, and select valuable information. Have secretaries who network, who filter and edit information to avoid overload.Have secretaries who network, who filter and edit information to avoid overload.

© 2007 Prentice Hall, Inc. All rights reserved.1–16 What Managers Actually Do (Mintzberg) InteractionInteraction  with others  with the organization  with the external context of the organization ReflectionReflection  thoughtful thinking ActionAction  practical doing

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin1–17 MANAGERIAL KNOWLEDGE, SKILLS & PERFORMANCE Knowledge base Managers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g.: Knowledge of industryKnowledge of industry Knowledge of productKnowledge of product Knowledge of marketKnowledge of market Knowledge of technologyKnowledge of technology

1–18 Skills base Managers also need particular skills in order to function effectively in achieving their objectives. Key skills include:  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 MANAGERIAL KNOWLEDGE, SKILLS & PERFORMANCE

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

Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Management: A Pacific Rim Focus 4e by Bartol, Tein, Matthews, Martin1–20 VERTICAL DIFFERENCES IN MANAGEMENT ROLES Top managers—planning, conceptual skills Middle managers—mixed skill needs First line managers/supervisors—leading, technical skills Operational level staff

1–21 MANAGERIAL KNOWLEDGE, SKILLS & PERFORMANCE Performance goals Managers must also be able to function in two key ways: EffectivelyEffectively  an ability to choose and achieve appropriate goals EfficientlyEfficiently  an ability to make the best use of resources

© 2007 Prentice Hall, Inc. All rights reserved.1–22 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.

© 2007 Prentice Hall, Inc. All rights reserved.1–23 Changes Impacting the Manager’ s Job

© 2007 Prentice Hall, Inc. All rights reserved.1–24 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

© 2007 Prentice Hall, Inc. All rights reserved.1–25 Exhibit 1–10The Changing Organization

© 2007 Prentice Hall, Inc. All rights reserved.1–26 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.

© 2007 Prentice Hall, Inc. All rights reserved.1–27 Exhibit 1–11Universal Need for Management

1–28 Exhibit 1–12Rewards and Challenges of Being A Manager

SKILL SET OF MANAGER Assignment 1–29

1–30 Conceptual 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

1–31 Communication 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

© 2007 Prentice Hall, Inc. All rights reserved.1–32 Effectiveness 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 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

1–33 Interpersonal Skills 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