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1、ninth editionSTEPHEN P. ROBBINSPowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook The University of West AlabamaThe University of West AlabamaMARY COULTERIntroductio n to Manageme nt and Organizatio nsChapter 1L E A R N I N G O U T L I N E Follow this Learning Outline as
2、you read and study this chapter.Who Are Managers? Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations.What Is Management? Define management. Explain why efficiency and effectiveness are important to management.L E A R N I N G O U T L I N E (c
3、ontd) Follow this Learning Outline as you read and study this chapter.What Do Managers Do? Describe the four functions of management. Explain Mintzbergs managerial roles. Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level. Di
4、scuss the changes that are impacting managers jobs. Explain why customer service and innovation are important to the managers job.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.What Is An Organization? Describe the characteristics of an organiza
5、tion. Explain how the concept of an organization is changing.Why Study Management? Explain the universality of management concept. Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.Who Are Managers? Manager Someone who coordinates and ove
6、rsees the work of other people so that organizational goals can be accomplished. 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
7、for making organization-wide decisions and establishing plans and goals that affect the entire organization.Exhibit 11 Managerial LevelsWhat Is Management? Managerial Concerns Efficiencyv“Doing things right” G etting the most output for the least inputs Effectivenessv“Doing the right things” At tain
8、ing organizational goalsExhibit 12 Effectiveness and Efficiency in ManagementWhat Do Managers Do? Functional Approach PlanningvDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. OrganizingvArranging and structuring work to accomplish or
9、ganizational goals. LeadingvWorking with and through people to accomplish goals. ControllingvMonitoring, comparing, and correcting work.Exhibit 13 Management FunctionsWhat Do Managers Do? (contd) Management Roles Approach (Mintzberg) Interpersonal rolesvFigurehead, leader, liaison Informational role
10、svMonitor, disseminator, spokesperson Decisional rolesvDisturbance handler, resource allocator, negotiatorWhat Managers Actually Do (Mintzberg) Interaction with others with the organization with the external context of the organization Reflection thoughtful thinking Action practical doingWhat Do Man
11、agers Do? (contd) Skills Approach Technical skillsvKnowledge and proficiency in a specific field Human skillsvThe ability to work well with other people Conceptual skillsvThe ability to think and conceptualize about abstract and complex situations concerning the organizationExhibit 15 Skills Needed
12、at Different Management LevelsExhibit 16 Conceptual Skills Using information to solve business problems Identifying of opportunities for innovation Recognizing problem areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Und
13、erstanding of organizations business modelSource: 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.Exhibit 16 Communication Skills Ability to transform ideas into words and actions Credibili
14、ty among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic formatsSource: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (ww
15、w.ama.org), October 30, 2002.Exhibit 16 Effectiveness Skills Contributing to corporate mission/departmental objectives Customer focus Multitasking: working at multiple tasks in parallel Negotiating skills Project management Reviewing operations and implementing improvementsSource: Based on American
16、Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.Exhibit 16 Effectiveness Skills (contd)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
