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Principles of Management - CH 01

This document provides an overview of management and organizations. It defines key terms like managers, management, and organizations. It outlines the four main functions of management as planning, organizing, leading, and controlling. It also discusses Mintzberg's 10 managerial roles and Katz's three essential managerial skills of technical, human, and conceptual abilities. The document explains that management involves coordinating work efficiently and effectively to achieve organizational goals.

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Bilal Hassan
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68 views20 pages

Principles of Management - CH 01

This document provides an overview of management and organizations. It defines key terms like managers, management, and organizations. It outlines the four main functions of management as planning, organizing, leading, and controlling. It also discusses Mintzberg's 10 managerial roles and Katz's three essential managerial skills of technical, human, and conceptual abilities. The document explains that management involves coordinating work efficiently and effectively to achieve organizational goals.

Uploaded by

Bilal Hassan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter Introduction to
Management
1 and
Organizations
1–1
Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in
organizations.
2. What Is Management?
• Define management.
• Explain why efficiency and effectiveness are
important to management.
1–2
Learning Outcomes
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.
1–3
Learning Outcomes
4. What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
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.
1–4
Who Are Managers?
• Manager
 Someone who coordinates and oversees the work
of other people so that organizational goals can be
accomplished.

1–5
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.

1–6
Exhibit 1–2 Managerial Levels

1–7
What Is
Management?
• Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

1–8
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

1–9
Exhibit 1–3 Effectiveness and Efficiency in
Management

1–
10
What Managers Do?
• Three Approaches to Defining What Managers
Do.
 Functions they perform.
 Roles they play.
 Skills they need.

1–
11
What Managers Do?
• 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.

1–
12
Exhibit 1–4 Management Functions

1–
13
What Managers Do?
• 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.

1–
14
What Managers Do?
• Management Roles
(Mintzberg)
 Interpersonal roles
 Figurehead, leader,
liaison
 Informational roles
 Monitor, disseminator,
spokesperson
 Decisional roles
 Entrepreneur, disturbance
handler, resource allocator,
negotiator

1–
15
Exhibit 1.5 Mintzberg’s Managerial Roles
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Interpersonal Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..

1–
16
What Managers Do?
• 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

1–
17
Exhibit 1–6 Skills Needed at Different
Management Levels

1–
18
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

1–
19
Exhibit 1–10 Universal Need for Management

1–
20

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