Robbins - PPT01 - Introduction To Management and Organizations
Robbins - PPT01 - Introduction To Management and Organizations
Robbins - PPT01 - Introduction To Management and Organizations
Steven P. Robbins
Mary Coulter
Exhibit 1.1
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–4
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
•.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–5
Effectiveness and Efficiency in Management
Exhibit 1.2
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–6
What Do Managers Do?
• Functional Approach
Planning
Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
Arranging work to accomplish organizational goals.
Leading
Working with and through people to accomplish goals.
Controlling
Monitoring, comparing, and correcting the work.
Exhibit 1.3
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–8
What Do Managers Do? (cont’d)
• Management Roles
Approach
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,
spokesperson
Decisional roles
Disturbance handler,
resource allocator, negotiator
Exhibit 1.5
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–11
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
Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6a
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–12
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
Source: Based on American Management Association Survey of Managerial Skills and Exhibit 1.6b
Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–13
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.
Exhibit 1.9
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–16
The Changing Organization
Exhibit 1.10
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–17
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.
Exhibit 1.11
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–19
Rewards and Challenges of Being A Manager
Exhibit 1.12
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–20