MANAGEMENT – by STEPHEN P ROBBINS.

Chapter-1

Introduction to Management and Organizations

LEARNING OUTLINE

Follow this Learning Outline as 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.

What Do Managers Do?

• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how the importance
of these skills changes depending on managerial level.
• Discuss the changes that are impacting managers’ jobs.
• Explain why customer service and innovation are important to the
manager’s job.

What Is An Organization?
• Describe the characteristics of an organization.
• 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 oversees 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 for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.

What Is Management?

• Managerial Concerns
 Efficiency
 “Doing things right”
– Getting the most output for the least inputs

 Effectiveness
 “Doing the right things”
– Attaining organizational goals

Efficiency (Means) – Resource Usage – Low Waste

Effectiveness (Ends) – Goal Attainment – High Attainment

Management Strives For: Low resource waste (high efficiency) & High goal
attainment (high effectiveness).
What Do Managers Do?

• Functional 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.

Planning – Defining goals, establishing strategy, and developing plans to coordinate

activities.

Organizing – Determining what needs to be done, how it will be done and who is to
do it.

Leading – Motivating, leading and any other action involved in dealing with people.

Controlling – Monitoring activities to ensure that they are accomplished as planned.

• Management Roles Approach (Mintzberg)

 Interpersonal roles
 Figurehead, leader, liaison
 Informational roles
 Monitor, disseminator, spokesperson
 Decisional roles
 Disturbance handler, resource allocator, negotiator

What Managers Actually Do (Mintzberg)

• Interaction
 with others
 with the organization
 with the external context of the organization
• Reflection
 thoughtful thinking
• Action
 practical doing
 Skills Approach
 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

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
• Understanding of organization’s business model

Communication Skills

• Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic formats
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 improvements
• Setting and maintaining performance standards internally and externally
• Setting priorities for attention and activity
• Time management

Interpersonal Skills

• Coaching and mentoring skills

• Diversity skills: working with diverse people and cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment

How The Manager’s Job Is Changing

• The 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.
• Innovation
 Doing things differently, exploring new territory, and taking risks
 Managers should encourage employees to be aware of and act
on opportunities for innovation.

What Is An Organization?

• An Organization Defined
 A deliberate arrangement of people to accomplish some specific
purpose (that individuals independently could not accomplish alone).
• Common Characteristics of Organizations
 Have a distinct purpose (goal)
 Composed of people
 Have a deliberate structure

Changing organization:

1. stable – dynamic
2. inflexible – flexible
3. job focused – skills focused
4. work is defined by job position – work is done in terms of task to be done
 5. individual oriented - team oriented
6. permanent job – temporary job
7. command oriented – involvement oriented
8. rule oriented – customer oriented
9. work defined as 9 to 5 – workdays have no team boundaries
10. work at organizational facility during specific hours – work anywhere
anytime.

Why Study Management?

• The 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.

Universal Need for Management

Management is needed in:

1. All sizes of organization – small or large.
2. All types of organization – profit or not for profit.
3. All levels of organization – bottom or top
4. All organizational areas – manufacturing, marketing, human resource,
accounting, information system, etc.

Rewards and Challenges of Being A Manager

Rewards:

1. Create a work environment in which organizational members can work to

the best of their abilities.
2. Have opportunities to think creatively and use imagination.
3. Help others find meaning and fulfillment in work.
4. Support, coach and nurture others.
5. Work with a variety of people.
6. Receive recognition and status in organization and community.
7. Play a role in influencing organizational outcomes.
8. Receive appropriate compensation in form of salaries, bonus, and stock
option.
 9. Good managers are needed by organization.
Challenges:

1. Do hard work.
2. May have duties that are more clerical than managerial.
3. Have to deal with a variety of personalities.
4. Often have to make do with limited resources.
5. Motivate workers in chaotic and uncertain situations.
6. Successfully blend knowledge, skills, ambitions, and experiences of a diverse
work group.
7. Success depends on other’s work performance.