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1、Introduction to Management and OrganizationsChapterChapter1Management Stephen P. Robbins Mary Coulter tenth edition1Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning OutcomesFollow this Learning Outline as you read and study Follow this Learning Outline as you read and study
2、 this chapter.this chapter.1.1 Who Are Managers?1.1 Who Are Managers? Explain how managers differ from non-managerial Explain how managers differ from non-managerial employees.employees. Describe how to classify managers in organizations.Describe how to classify managers in organizations.1.2 What Is
3、 Management?1.2 What Is Management? Define management.Define management. Explain why efficiency and effectiveness are important Explain why efficiency and effectiveness are important to management.to management.2Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning Outcomes 1.3
4、What Do Managers Do? Describe the four functions of management.Describe the four functions of management. Explain Explain MintzbergsMintzbergs managerial roles. managerial roles. Describe Katzs three essential managerial skills and Describe Katzs three essential managerial skills and how the importa
5、nce of these skills changes how the importance of these skills changes depending on managerial level.depending on managerial level. Discuss the changes that are impacting managers Discuss the changes that are impacting managers jobs.jobs. Explain why customer service and innovation are Explain why c
6、ustomer service and innovation are important to the managers job.important to the managers job.3Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallLearning Outcomes 1.4 What Is An Organization? Explain the characteristics of an organization.Explain the characteristics of an organizati
7、on. Describe how todays organizations are structured.Describe how todays organizations are structured.1.5 Why Study Management? Discuss why its important to understand Discuss why its important to understand management.management. Explain the universality of management concept.Explain the universali
8、ty of management concept. Describe the rewards and challenges of being a Describe the rewards and challenges of being a manager.manager. 4Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWho Are Managers?ManagerManagerSomeone who coordinates and oversees the work of Someone who coor
9、dinates and oversees the work of other people so that organizational goals can be other people so that organizational goals can be accomplished. accomplished. 5Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallClassifying ManagersFirst-line ManagersFirst-line ManagersIndividuals who
10、manage the work of non-managerial Individuals who manage the work of non-managerial employees.employees.Middle ManagersMiddle ManagersIndividuals who manage the work of first-line Individuals who manage the work of first-line managers.managers.Top ManagersTop ManagersIndividuals who are responsible
11、for making Individuals who are responsible for making organization-wide decisions and establishing plans organization-wide decisions and establishing plans and goals that affect the entire organization.and goals that affect the entire organization.6Copyright 2010 Pearson Education, Inc. Publishing a
12、s Prentice HallExhibit 11 Women in Managerial Positions Around the World Women in Management Australia 41.9 percent Canada 36.3 percent Germany 35.6 percent Japan 10.1 percent Philippines 57.8 percent United States 50.6 percentWomen in TopManagers Job3.0 percent4.2 percentN/AN/AN/A2.6 percent7Copyri
13、ght 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 12Exhibit 12 Managerial LevelsManagerial Levels8Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Is Management?Management involves involves coordinating and and overseeing the work activities of others so that
14、the work activities of others so that their activities are completed efficiently and their activities are completed efficiently and effectively.effectively.9Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Is Management?Managerial ConcernsManagerial ConcernsEfficiencyEfficiency
15、v v“Doing things right”“Doing things right” Getting the most output Getting the most output for the least inputsfor the least inputsEffectivenessEffectivenessv v“Doing the right things”“Doing the right things” Attaining organizational Attaining organizational goalsgoals10Copyright 2010 Pearson Educa
16、tion, Inc. Publishing as Prentice HallExhibit 13Exhibit 13 Effectiveness and Efficiency in Effectiveness and Efficiency in Management Management11Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do?Three Approaches to Defining What Managers Three Approaches to Defining
17、 What Managers Do.Do.Functions they perform.Functions they perform.Roles they play.Roles they play.Skills they need.Skills they need.12Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do?Functions Managers PerformFunctions Managers PerformPlanningPlanningv vDefining go
18、als, establishing strategies to achieve goals, Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities.OrganizingOrganizingv vArranging and structuring work to accomplish organizational
19、Arranging and structuring work to accomplish organizational goals.goals.LeadingLeadingv vWorking with and through people to accomplish goals.Working with and through people to accomplish goals.ControllingControllingv vMonitoring, comparing, and correcting work.Monitoring, comparing, and correcting w
20、ork.13Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 14Exhibit 14 Management FunctionsManagement Functions14Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do? Roles Managers PlayRoles Managers PlayRoles are specificRoles are specific action
21、s or behaviors expected of a actions or behaviors expected of a manager.manager.Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.15Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do? Management
22、Roles Management Roles (Mintzberg)(Mintzberg)Interpersonal rolesInterpersonal rolesv vFigurehead, leader, liaisonFigurehead, leader, liaisonInformational rolesInformational rolesv vMonitor, disseminator, Monitor, disseminator, spokespersonspokespersonDecisional rolesDecisional rolesv vEntrepreneur,
23、disturbance Entrepreneur, disturbance handler, resource allocator, handler, resource allocator, negotiatornegotiator16Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do (Mintzberg)ActionsActionsthoughtful thinkingthoughtful thinkingpractical doingpractical doing17Copy
24、right 2010 Pearson Education, Inc. Publishing as Prentice HallInterpersonal Roles Figurehead Leader LiaisonInformational Roles Monitor Disseminator SpokespersonDecisional Roles Entrepreneur Disturbance handler Resource allocator NegotiatorExhibit 1.5 Mintzbergs Managerial RolesAdapted from Mintzberg
25、, Henry,The Nature of Managerial Work,1st Edition, 1980, pp. 9394.18Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Managers Do? Skills Managers Need Skills Managers Need Technical skillsTechnical skillsv vKnowledge and proficiency in a specific fieldKnowledge and proficiency
26、in a specific fieldHuman skillsHuman skillsv vThe ability to work well with other peopleThe ability to work well with other peopleConceptual skillsConceptual skillsv vThe ability to think and conceptualize about abstract and The ability to think and conceptualize about abstract and complex situation
27、s concerning the organizationcomplex situations concerning the organization19Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 16 Skills Needed at Different Exhibit 16 Skills Needed at Different Management Levels Management Levels20Copyright 2010 Pearson Education, Inc. Publi
28、shing as Prentice HallHow The Managers Job Is ChangingThe Increasing Importance of CustomersThe Increasing Importance of CustomersCustomers: the reason that organizations existCustomers: the reason that organizations existv vManaging customer relationships is the responsibility of all Managing custo
29、mer relationships is the responsibility of all managers and employees.managers and employees.v vConsistent high quality customer service is essential for Consistent high quality customer service is essential for survival.survival.InnovationInnovationDoing things differently, exploring new territory,
30、 and Doing things differently, exploring new territory, and taking riskstaking risksv vManagers should encourage employees to be aware of and Managers should encourage employees to be aware of and act on opportunities for innovation.act on opportunities for innovation.21Copyright 2010 Pearson Educat
31、ion, Inc. Publishing as Prentice HallExhibit 18Exhibit 18Changes Changes Affecting a Affecting a Managers JobManagers Job22Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhat Is An Organization?An Organization DefinedAn Organization DefinedA deliberate arrangement of people to acc
32、omplish A deliberate arrangement of people to accomplish some specific purpose (that individuals independently some specific purpose (that individuals independently could not accomplish alone).could not accomplish alone).Common Characteristics of OrganizationsCommon Characteristics of OrganizationsH
33、ave a distinct Have a distinct purpose (goal)purpose (goal)Composed of peopleComposed of peopleHave a deliberate Have a deliberate structurestructure23Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 19 Characteristics of OrganizationsExhibit 19 Characteristics of Organizati
34、ons24Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallWhy Study Management?The Value of Studying ManagementThe Value of Studying ManagementThe universality of managementThe universality of managementv vGood management is needed in all organizations.Good management is needed in all o
35、rganizations.The reality of workThe reality of workv vEmployees either manage or are managed.Employees either manage or are managed.Rewards and challenges of being a managerRewards and challenges of being a managerv vManagement offers challenging, exciting and creative Management offers challenging,
36、 exciting and creative opportunities for meaningful and fulfilling work.opportunities for meaningful and fulfilling work.v vSuccessful managers receive significant monetary rewards Successful managers receive significant monetary rewards for their efforts.for their efforts.25Copyright 2010 Pearson E
37、ducation, Inc. Publishing as Prentice HallExhibit 110 Universal Need for ManagementExhibit 110 Universal Need for Management26Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallExhibit 111 Rewards and Challenges of Exhibit 111 Rewards and Challenges of Being A Manager Being A Manager2
38、7Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallTerms to Know managermanager first-line managersfirst-line managers middle managersmiddle managers top managerstop managers managementmanagement efficiencyefficiency effectivenesseffectiveness planningplanning organizingorganizing le
39、adingleading controllingcontrolling management rolesmanagement roles interpersonal rolesinterpersonal roles informational rolesinformational roles decisional rolesdecisional roles technical skillstechnical skills human skillshuman skills conceptual skillsconceptual skills organizationorganization un
40、iversality of universality of managementmanagement28Copyright 2010 Pearson Education, Inc. Publishing as Prentice HallAll rights reserved. No part of this publication may be reproduced, All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted,
41、in any form or by stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. otherwise, without the prior written permission of the publisher. Printed in the United States of America.Printed in the United States of America.29Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
