Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter

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1.1 Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in
organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.

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1.3 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 manager’s
jobs.
• Explain why customer service and innovation are
important to the manager’s job.

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1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.

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 Manager
◦ Someone who coordinates and oversees the work
of other people so that organizational goals can be
accomplished.

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 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.

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 Management involves coordinating and
overseeing the work activities of others so
that their activities are completed efficiently
and effectively.

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 Managerial Concerns
◦ Efficiency
 “Doing things right”
 Getting the most output
for the least inputs
◦ Effectiveness
 “Doing the right things”
 Attaining organizational
goals

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 Three Approaches to Defining What
Managers Do.
Functions they perform.
Roles they play.
Skills they need.

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 Functions Manager’s Perform
◦ 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.

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 Roles Manager’s Play
◦ Roles are specific actions or behaviors expected of
a manager.
◦ Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision making.

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 Management Roles
◦ Interpersonal roles
 Figurehead, leader, liaison
◦ Informational roles
 Monitor, disseminator,
spokesperson
◦ Decisional roles
 Entrepreneur, disturbance
handler, resource allocator,
negotiator

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 Actions
◦ thoughtful thinking
◦ practical doing

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Managerial Roles
 Interpersonal Roles
• Figurehead
• Leader
• Liaison
 Informational Roles
• Monitor
• Disseminator
• Spokesperson
 Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

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 Skills Managers Need
◦ 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

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 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.

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 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

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 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.

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 manager  management roles
 first-line managers  interpersonal roles
 middle managers  informational roles
 top managers  decisional roles
 management  technical skills
 efficiency  human skills
 effectiveness  conceptual skills
 planning  organization
 organizing  universality of
 leading management
 controlling

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