Introduction to Management and Organizations

to Management and Organizations
Chapter 1
Management
Stephen P. Robbins Mary Coulter

tenth edition

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.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important to management.

Outcomes
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.

Outcomes
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.

Are Managers?
Manager
Someone who coordinates and oversees the work of other

people so that organizational goals can be accomplished.

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.

1–1 Women in Managerial Positions Around

the World

Women in
Management

Australia 41.9 percent
Canada 36.3 percent
Germany 35.6 percent
Japan 10.1 percent
Philippines 57.8 percent
United States 50.6 percent

Women in Top
Manager’s Job

3.0 percent
4.2 percent
N/A
N/A
N/A
2.6 percent

1–2 Managerial Levels

Is Management?
Management involves coordinating and overseeing the work activities of

others so that their activities are completed efficiently and effectively.

Is Management?
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for the

least inputs
Effectiveness
“Doing the right things”
Attaining organizational goals

1–3 Effectiveness and Efficiency in Management

Managers Do?
Three Approaches to Defining What Managers Do.
Functions they perform.
Roles

they play.
Skills they need.

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.

1–4 Management Functions

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.

Managers Do?
Management Roles (Mintzberg)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator,

spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator

Managers Do (Mintzberg)
Actions
thoughtful thinking
practical doing

Roles
• Figurehead
• Leader
• Liaison
Informational Roles
• Monitor
• Disseminator
• Spokesperson
Decisional Roles
• Entrepreneur
•

Disturbance handler
• Resource allocator
• Negotiator

Exhibit 1.5 Mintzberg’s Managerial Roles

Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..

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

1–6 Skills Needed at Different

Management Levels

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.

1–8 Changes Affecting a Manager’s Job

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

1–9 Characteristics of Organizations

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.

1–10 Universal Need for Management

1–11 Rewards and Challenges of

Being A Manager

to Know
manager
first-line managers
middle managers
top managers
management
efficiency
effectiveness
planning
organizing
leading
controlling
management roles
interpersonal roles
informational roles
decisional roles
technical skills
human

skills
conceptual skills
organization
universality of management

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