1robbins Mgmt15 PPT 01

Management
Fifteenth Edition, Global Edition
Chapter 1
Managers and You in the

Workplace
Copyright © 2021 Pearson Education Ltd.

Today’s Agenda
• Introduction
• Review Syllabus
• Other Administrative Details
• Overview of the Course

Dr. Khaled Bekhit, DBA, M.Phil., MBA
-Assistant Professor, School of Business, ESLSCA University, Egypt.
-Assistant professor, College of Business, Antalya Intl. University (AIU), Turkey
-Adj. Assistant Professor, School of Continuing Education, The American University in Egypt.

Course Description
• “This course is an introduction to the management

functions. It will focus on the theory and
fundamental concepts of management including
planning, organizing, leadership, and control. This
course will review the evolution of management
thought, function and practice and will stress
current approaches and emerging concepts....”

Classes and Communication
 Course Title: Contemporary Management
 Course Code: MGT511
 Class Room: ONLINE COURSE
 E-mail: [email protected]
 Course Time:
 Course Days:
 Course Duration:
 Final Exam Date:

Assessment Strategy
Determination of Grades Value

Assessment (1) –Online Quiz on 4 chapters 20 Points
Attendance & Participation 10 Points
Assessment (2)- Individual Project 30 Points
Final Exam (Remaining 6 chapters) 40 Points
Total 100 P
Textbook:
• Management, Global Edition, 15/E, Stephen P. Robbins, Mary
Coulter, Pearson, 2021.
Learning Objectives
1.1 Tell who managers are and where they work.
1.2 Explain why managers are important to organizations.
1.3 Describe the functions, roles, and skills of managers.
1.4 Describe the factors that are reshaping and redefining
the manager’s job.
1.5 Explain the value of studying management.

Who Is a Manager?
Manager: someone who coordinates and oversees the work
of other people so that organizational goals can be
accomplished

Exhibit 1.1 Levels of Management
Exhibit 1.1 shows that in traditionally structured organizations, managers can be classified
as first-line, middle, or top.
Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved
Classifying Managers
• First-Line Managers: manage the work of non-managerial
employees
• Middle Managers: manage the work of first-line managers
• Top Managers: responsible for making organization-wide
decisions and establishing plans and goals that affect the
entire organization

Where Do Managers Work?
• Organization: a deliberate arrangement of people to
accomplish some specific purpose
Common Characteristics of Organizations

 Have a distinct purpose (goal)
 Are composed of people
 Have a deliberate structure

Exhibit 1.2 Characteristics of Organizations
Exhibit 1.2 shows the three common characteristics of organizations: distinct purpose,
deliberate structure, and people.
Why Are Managers Important?
• Organizations need their managerial skills and abilities
now more than ever
• Managers are critical to getting things done
• Managers do matter to organizations

Exhibit 1.3 Managers Make a Difference
Exhibit 1.3 shows data on why managers are important. Managers that are not engaged
cost organizations billions of dollars through employee turnover.
What Do Managers Do?
• Management involves coordinating and overseeing the
work activities of others so that their activities are
completed efficiently and effectively.

Efficiency and Effectiveness
• Effectiveness: doing the right things
– attaining organizational goals
• Efficiency: doing things right
– getting the most output from the least amount of input

Exhibit 1.4 Efficiency and Effectiveness in
Management
Exhibit 1.4 shows that whereas efficiency is concerned with the means of getting things
done, effectiveness is concerned with the ends, or attainment of organizational goals.
Management Functions
• Planning: Defining goals, establishing strategies to
achieve goals, and 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

Exhibit 1.5 Four Functions of Management
Exhibit 1.5 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
Mintzberg’s Managerial Roles and a
Contemporary Model of Managing
• Roles: specific actions or behaviors expected of and
exhibited by a manager
• Mintzberg identified 10 roles grouped around interpersonal
relationships, the transfer of information, and decision
making

Types of Roles
• Interpersonal
– Figurehead, leader, liaison
• Informational
– Monitor, disseminator, spokesperson
• Decisional
– Entrepreneur, disturbance handler, resource allocator,
negotiator

Exhibit 1.6 Mintzberg’s Managerial Roles
Exhibit 1.6 shows the managerial roles identified by Mintzberg.
Management Skills
• 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

Exhibit 1.7 Skills Needed at Different
Managerial Levels

What will you do if you are the manager?
• You forecasted getting a $100,000 for

your Department budget, After approval,
two days later, your company’s top
management decided to cut your budget
in half and requested same plan with
objectives. What would you do to cope
with that decision and keep performance
high?

What will you do if you are the manager?
Case Answer
• There are plenty of ways to cut a department’s

budget without changing its core functionality. For
starters, managers should look for ways to reduce
waste and inefficiencies in the department. Maybe
the department could stop eating out for work
lunches or switch to a paperless strategy to reduce
printing costs. Only after these factors are
considered should a manager consider cutting staff
in the department, unless you feel that “rightsizing”
is in order.

Challenges Facing Managers Today and into
the Future
• Focus on technology
• Focus on disruptive innovation
• Focus on social media
• Focus on ethics
• Focus on political uncertainty
• Focus on the customer

Focus on Technology
• Managers must get employees on board with new
technology
• Managers must oversee the social interactions and
challenges involved in using collaborative technologies

Focus on Disruptive Innovation
• One of the most critical challenges facing managers today
is dealing with disruptive innovation
• Disruptive innovation involves new products, processes,
or services that radically change the rules of the game
• One example is how the automobile destroyed the horse-
drawn buggy industry

Focus on Social Media
• Social media: forms of electronic communication through
which users create online communities to share ideas,
information, personal messages, and other content

Focus on Ethics
• We commonly see unethical business practices in the
news
• Examples include pharmaceutical firms raising drug prices
by 500% or someone turning in fake receipts for expenses
• Organizational survival depends on building trust with
customers, clients, suppliers, employees, and other
stakeholders

Focus on Political Uncertainty
• In the past, major democratic nations like the US,
Canada, and the UK have been relatively stable politically
• In the last 10 years these countries have shifted to greater
political uncertainty
• Brexit and the USMCA are examples of that shift
• Some states, such as California, have placed additional
regulations on business

Focus on the Customer
• Without customers, most organizations would cease to
exist
• Managing customer relationships is the responsibility of all
managers and employees
• Consistent, high-quality customer service is essential

The Universality of Management
• The reality that management is needed in all types and
sizes of organizations, at all organizational levels, in all
organizational areas, and in organizations no matter where
located

Exhibit 1.8 Universal Need for Management
Exhibit 1.8 shows that management is universally needed in all types of, and throughout all
areas of, organizations.
The Reality of Work
• When you begin your career, you will either manage or be
managed

Exhibit 1-9: Rewards and Challenges of Being
a Manager

REVIEW QUESTIONS

Exercises –Choose the best Answer
1) Managers with good ________ know how to communicate, motivate and lead to
get the best out of their people. 1) _______
A) technical skills
B) B) conceptual skills
C) interpersonal skills
D) empirical skills
2) Wasting resources is considered to be an example of ________. 2)

_______
A) inefficacy B) ineffableness C) ineffectiveness D) inefficiency

3) Kelly, a production supervisor, is responsible for ten employees who assemble

components into a finished product. Kelly is a ________. 3) _______
A) Non-managerial employee
B) first-line manager
C) middle manager
D) top manager
4) ________ have titles such as executive vice president, chief operating officer,
and chief executive officer. 4) _______
A) Middle managers
B) B) Top managers
C) Supervisors
D) First-line managers

5) ________ skills tend to be more important for first-line managers since they
manage employees who produce the organization's product. 5) _______
A) Empirical B) Conceptual C) Technical D) Human
6) Effectiveness is associated with ________. 6) _______

A) doing the right things
B) doing things right
C) reducing inventory
D) decreasing production time

7) Supervisor is another name for ________. 7) _______
A) team leader
B) first-line manager
C) middle manager
D) top manager
8) Andrew is reviewing next week's orders, scheduling orders to machines, and

assigning employees to run those machines. Andrew is engaged in ________.
8) _______
A) leading B) controlling C) organizing D) planning

9) If Fiona accomplishes her projects with high-quality results, but takes more
time than other managers in the process, as a manager she is ________. 9) ______
A) efficient, but ineffective

B) B) project oriented, but not effective
C) effective, but inefficient
D) a leader, but not a top manager
10) Motivating subordinates is primarily associated with the management

function of ________. 10) ______
A) directing B) organizing C) leading D) planning

11) The universality of management means that ________. 11) ______
A) any manager can work in any organization and perform any management
function
B) all managers in all organizations perform the four management functions
C) all managers in all organizations perform managerial functions in similar ways
D) all managers in all organizations perform the same quantity of managerial
functions
12) Today, the basic management functions include ________. 12) ______
A) planning, organizing, leading, and controlling

B) planning, organizing, directing, and controlling
C) planning, organizing, coordinating, and controlling
D) planning, organizing, commanding, and coordinating

13) Which of the following represents one of the challenges of management? 13)
______
A) influencing organizational outcomes
B) having to deal with a variety of personalities
C) creating an environment in which organizational members can do their best work
D) helping others find meaning and fulfillment in their work
14) When Joe checks the amount of output that the employees have completed and
the number of units that have been rejected, he is performing which of the following
management functions? 14) ______
A) evaluating B) monitoring C) controlling D) leading

15) Conceptual skills involve ________. 15) ______
A) managing employees who use tools to produce the organization's products

B) thinking about abstract and complex situations
C) inspiring enthusiasm and trust among employees
D) communicating with customers
16) When Sam Walton visited his Walmart stores, he would often lead the
employees in cheers and give inspiring speeches. Sam knew the importance of
________ skills. 16) ______
A) technical B) conceptual C) decisional D) interpersonal

17) When Sara is sharing with her team members the information she received at
this morning's production meeting, she is performing the Mintzberg role of
________. 17) ______
A) disseminator B) entrepreneur C) monitor D) liaison
18) The fact that Aisha achieves her departmental goals is an indication of her
________ as a manager. 18) ______
A) leadership
B) efficiency
C) effectiveness
D) attention to detail

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Management

Fifteenth Edition, Global Edition

Managers and You in the

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

• “This course is an introduction to the management

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Determination of Grades Value

Assessment (2)- Individual Project 30 Points

Final Exam (Remaining 6 chapters) 40 Points

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Common Characteristics of Organizations

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Exhibit 1.6 shows the managerial roles identified by Mintzberg.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

• You forecasted getting a $100,000 for

Copyright © 2021 Pearson Education Ltd.

• There are plenty of ways to cut a department’s

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

Copyright © 2021 Pearson Education Ltd.

2) Wasting resources is considered to be an example of ________. 2)

Copyright © 2021 Pearson Education Ltd.

3) Kelly, a production supervisor, is responsible for ten employees who assemble

Copyright © 2021 Pearson Education Ltd.

A) Empirical B) Conceptual C) Technical D) Human

6) Effectiveness is associated with ________. 6) _______

Copyright © 2021 Pearson Education Ltd.

7) Supervisor is another name for ________. 7) _______

8) Andrew is reviewing next week's orders, scheduling orders to machines, and

A) leading B) controlling C) organizing D) planning

Copyright © 2021 Pearson Education Ltd.

A) efficient, but ineffective

10) Motivating subordinates is primarily associated with the management

A) directing B) organizing C) leading D) planning

Copyright © 2021 Pearson Education Ltd.

11) The universality of management means that ________. 11) ______

A) planning, organizing, leading, and controlling

Copyright © 2021 Pearson Education Ltd.

6) Effectiveness is associated with __. 6) _

7) Supervisor is another name for __. 7) _

11) The universality of management means that __. 11)

15) Conceptual skills involve __. 15)