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

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

3. Management Process
Planning
Organizing
Leading
Controlling

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

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

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

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

8. 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

9. 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

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

11. 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

12. 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

13. 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

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

15. The Strategic Management Process2 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.

16. 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

17. 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

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

19. 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

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

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

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

23. Attitude Job Satisfaction Job Involvement Organizational Commitment
Organizational Citizenship Behavior

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

25. Shaping : A Managerial Tool
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction

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

27. Types of Control Feedforward Control Concurrent Control
Feedback Control