Management 9e by coulter ch1

Classifying Managers• First-line ManagersFirst-line Managers  Individuals who manage the work of non-managerial employees.. • Middle ManagersMiddle Managers  Individuals who manage the

ninth edition

STEPHEN P ROBBINS MARY COULTER

Introduction to Management and Organizations

Chapter

1

© 2007 Prentice Hall, Inc All rights

Classifying Managers

• First-line ManagersFirst-line Managers

 Individuals who manage the work of non-managerial employees.

• Middle ManagersMiddle Managers

 Individuals who manage the work of first-line

managers.

• Top ManagersTop Managers

 Individuals who are responsible for making

organization-wide decisions and establishing plans and goals that affect the entire organization.

© 2007 Prentice Hall, Inc All rights

What Is Management?

• Managerial ConcernsManagerial Concerns

 Efficiency

for the least inputs

 Effectiveness

goals

© 2007 Prentice Hall, Inc All rights

What Do Managers Do?

• Functional ApproachFunctional Approach

 Planning

developing plans to integrate and coordinate activities.

© 2007 Prentice Hall, Inc All rights

What Do Managers Do? (cont’d)

• Management Roles Management Roles

© 2007 Prentice Hall, Inc All rights

What Managers Actually Do (Mintzberg)

• InteractionInteraction

 with others

 with the organization

 with the external context

What Do Managers Do? (cont’d)

• Skills ApproachSkills Approach

complex situations concerning the organization

© 2007 Prentice Hall, Inc All rights

Exhibit 1–6 Conceptual Skills

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

• Identifying of opportunities for innovationIdentifying 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 technologyUnderstanding of business uses of technology

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

© 2007 Prentice Hall, Inc All rights

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

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

subordinates

• Listening and asking questionsListening and asking questions

• Presentation skills; spoken formatPresentation 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.

Exhibit 1–6 Effectiveness Skills

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

objectives

• Customer focusCustomer focus

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

• Negotiating skillsNegotiating skills

• Project managementProject management

• Reviewing operations and implementing Reviewing operations and implementing

improvements

© 2007 Prentice Hall, Inc All rights

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 activitySetting priorities for attention and activity

• Time managementTime management

Exhibit 1–6 Interpersonal Skills (cont’d)

• Coaching and mentoring skillsCoaching and mentoring skills

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

cultures

• Networking within the organizationNetworking within the organization

• Networking outside the organizationNetworking outside the organization

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

© 2007 Prentice Hall, Inc All rights

How The Manager’s Job Is Changing

• The Increasing Importance of CustomersThe Increasing Importance of Customers

 Customers: the reason that organizations exist

managers and employees.

survival.

• InnovationInnovation

 Doing things differently, exploring new territory, and taking risks

act on opportunities for innovation.

© 2007 Prentice Hall, Inc All rights

What Is An Organization?

• An Organization DefinedAn Organization Defined

 A deliberate arrangement of people to accomplish

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

• Common Characteristics of OrganizationsCommon Characteristics of Organizations

 Have a distinct purpose (goal)

 Composed of people

 Have a deliberate structure

© 2007 Prentice Hall, Inc All rights

Exhibit 1–10 The Changing Organization

© 2007 Prentice Hall, Inc All rights

Why Study Management?

• The Value of Studying ManagementThe Value of Studying Management

 The universality of management

 The reality of work

 Rewards and challenges of being a manager

opportunities for meaningful and fulfilling work.

for their efforts.

Exhibit 1–11 Universal Need for Management

© 2007 Prentice Hall, Inc All rights

Terms to Know

• manager manager

• first-line managers first-line managers

• middle managers middle managers

• top managers top managers

• management roles management roles

• interpersonal roles interpersonal roles

• informational roles informational roles

• decisional roles decisional roles

• technical skills technical skills

• human skills human skills

• conceptual skills conceptual skills

• organization organization

• universality of universality of

management