introduction to management and organizations

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ninth edition

STEPHEN P ROBBINS

PowerPoint Presentation by Charlie Cook

The University of West Alabama

MARY COULTER

Introduction to Management and Organizations

Chapter

1

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L E A R N I N G O U T L I N E

Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

• Explain how managers differ from non-managerial

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L E A R N I N G O U T L I N E (cont’d)

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.

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L E A R N I N G O U T L I N E (cont’d)

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.

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Who Are Managers?

• Manager Manager

other people so that organizational goals can be

accomplished

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Classifying Managers

• First-line Managers First-line Managers

employees.

• Middle Managers Middle Managers

managers.

• Top Managers Top Managers

organization-wide decisions and establishing plans

and goals that affect the entire organization.

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What Is Management?

• Managerial Concerns Managerial Concerns

for the least inputs

goals

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What Do Managers Do?

• Functional Approach Functional Approach

developing plans to integrate and coordinate activities.

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What Do Managers Do? (cont’d)

• Management Roles Management Roles

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What Managers Actually Do (Mintzberg)

• Interaction Interaction

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What Do Managers Do? (cont’d)

• Skills Approach Skills Approach

complex situations concerning the organization

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Exhibit 1–6 Conceptual Skills

• Using information to solve business problems Using information to solve business problems

• Identifying of opportunities for innovation Identifying of opportunities for innovation

• Recognizing problem areas and implementing Recognizing problem areas and implementing

solutions

• Selecting critical information from masses of Selecting critical information from masses of

data

• Understanding of business uses of technology Understanding of business uses of technology

• Understanding of organization’s business model Understanding of organization’s business model

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• Ability to transform ideas into words and actions Ability to transform ideas into words and actions

• Credibility among colleagues, peers, and Credibility among colleagues, peers, and

subordinates

• Listening and asking questions Listening and asking questions

• Presentation skills; spoken format Presentation skills; spoken format

• Presentation skills; written and/or graphic Presentation skills; written and/or graphic

formats

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

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Exhibit 1–6 Effectiveness Skills

• Contributing to corporate mission/departmental Contributing to corporate mission/departmental

objectives

• Customer focus Customer focus

• Multitasking: working at multiple tasks in parallel Multitasking: working at multiple tasks in parallel

• Negotiating skills Negotiating skills

• Project management Project management

• Reviewing operations and implementing Reviewing operations and implementing

improvements

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Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

• Setting and maintaining performance standards Setting and maintaining performance standards

internally and externally

• Setting priorities for attention and activity Setting priorities for attention and activity

• Time management Time management

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Exhibit 1–6 Interpersonal Skills (cont’d)

• Coaching and mentoring skills Coaching and mentoring skills

• Diversity skills: working with diverse people and Diversity skills: working with diverse people and

cultures

• Networking within the organization Networking within the organization

• Networking outside the organization Networking outside the organization

• Working in teams; cooperation and commitment Working in teams; cooperation and commitment

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How The Manager’s Job Is Changing

• The Increasing Importance of Customers The Increasing Importance of Customers

managers and employees.

survival.

• Innovation Innovation

taking risks

act on opportunities for innovation.

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Exhibit 1–8

Changes Impacting

the Manager’s Job

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What Is An Organization?

• An Organization Defined An Organization Defined

some specific purpose (that individuals independently could not accomplish alone).

• Common Characteristics of Organizations Common Characteristics of Organizations

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Exhibit 1–10 The Changing Organization

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Why Study Management?

• The Value of Studying Management The Value of Studying Management

opportunities for meaningful and fulfilling work.

for their efforts.

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Exhibit 1–11 Universal Need for Management

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Terms to Know

• technical skills technical skills

• universality of universality of management

Tiêu đề	Introduction to Management and Organizations
Tác giả	Stephen P. Robbins, Mary Coulter
Người hướng dẫn	Charlie Cook
Trường học	The University of West Alabama
Chuyên ngành	Management and Organizations
Thể loại	Lecture notes
Năm xuất bản	2007

Định dạng
Số trang	30
Dung lượng	779 KB