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    8 Edition: Steven P. Robbins Mary Coulter

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    Mussadiq Abdul Rahim
    Describe who is doing managerial work in today's organizations. Define who managers are. Explain how manager differ from non-managerial employees. Discuss how to classify managers in organizations. Follow this Learning Outline as you read and study this chapter.

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    8 Edition: Steven P. Robbins Mary Coulter

    Uploaded by

    Mussadiq Abdul Rahim
    49 views13 pages
    Describe who is doing managerial work in today's organizations. Define who managers are. Explain how manager differ from non-managerial employees. Discuss how to classify managers in organizations. Follow this Learning Outline as you read and study this chapter.

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    Describe who is doing managerial work in today's organizations. Define who managers are. Explain how manager differ from non-managerial employees. Discuss how to classify managers in organizations. Follow this Learning Outline as you read and study this chapter.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    49 views13 pages

    8 Edition: Steven P. Robbins Mary Coulter

    Uploaded by

    Mussadiq Abdul Rahim
    Describe who is doing managerial work in today's organizations. Define who managers are. Explain how manager differ from non-managerial employees. Discuss how to classify managers in organizations. Follow this Learning Outline as you read and study this chapter.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 13

    8th edition Steven P.

    Robbins Mary Coulter

    PowerPoint Presentation by Charlie Cook


    Copyright 2005 Prentice Hall, Inc. All rights reserved.

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

    Who Are Managers?


    Describe who is doing managerial work in todays organizations. Define who managers are. Explain how manager differ from non-managerial employees. Discuss how to classify managers in organizations.

    What Is Management?
    Define management. Contrast efficiency and effectiveness. Explain why efficiency and effectiveness are important to management.
    Copyright 2005 Prentice Hall, Inc. All rights reserved. 12

    L E A R N I N G O U T L I N E (contd)
    Follow this Learning Outline as you read and study this chapter.

    What Do Managers Do?


    Describe the four functions of management. Explain Mintzbergs managerial roles. Tell how a managers include reflection and action. Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level. List other important managerial skills and competencies. Discuss the change that are impacting managers jobs. Explain why customer service and innovation are important to the managers job.
    Copyright 2005 Prentice Hall, Inc. All rights reserved. 13

    L E A R N I N G O U T L I N E (contd)
    Follow this Learning Outline as you read and study this chapter.

    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 even if you dont plan to be a manager. Describe the rewards and challenges of being a manager.

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    14

    Who Are Managers?


    Manager
    Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    15

    Classifying Managers
    First-line Managers
    Are at the lowest level of management and manage the work of non-managerial employees.

    Middle Managers
    Manage the work of first-line managers.

    Top Managers
    Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    16

    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.

    17

    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. comparing, and correcting the work

    Controlling
    Monitoring,

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    18

    What Do Managers Do? (contd)


    Management Roles Approach
    Interpersonal roles
    Figurehead,

    leader, liaison

    Informational roles
    Monitor,

    disseminator, spokesperson
    handler, resource allocator, negotiator

    Decisional roles
    Disturbance

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    19

    What Do Managers Do? (contd)


    Skills Approach
    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

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    110

    How The Managers 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.


    111

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    What Is An Organization?
    An Organization Defined
    A deliberate arrangement of people to accomplish some specific purpose

    Common Characteristics of Organizations


    Have a distinct purpose (goal) Composed of people Have a deliberate structure

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    112

    Why Study Management?


    The Value of Studying Management
    The universality of management
    Good

    management is needed in all organizations. either manage or are managed.

    The reality of work


    Employees

    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.

    Copyright 2005 Prentice Hall, Inc. All rights reserved.

    113

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