ch1_management and ob

7/26/2019 Ch1_management and OB

1/36

Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

11

Introduction toIntroduction to

ManagementManagementandand

OrganizationsOrganizations

ChapterChapter

11

ManagementStephen P. Robbins Mary Coultertenth edition


2/36


12

Learning OutcomesLearning OutcomesFollow this Learning Outline as you read and studyFollow this Learning Outline as you read and study

this chapter.this chapter.

1.1 Who re !anagers"

# E$plain ho% &anagers di''er 'ro& non(&anagerialE$plain ho% &anagers di''er 'ro& non(&anagerial

e&ployees.e&ployees.

# )escribe ho% to classi'y &anagers in organi*ations.)escribe ho% to classi'y &anagers in organi*ations.

1.2 What Is !anage&ent"

# )e'ine &anage&ent.)e'ine &anage&ent.

## E$plain %hy e''iciency and e''ecti+eness are i&portantE$plain %hy e''iciency and e''ecti+eness are i&portant

to &anage&ent.to &anage&ent.


3/36


1

Learning OutcomesLearning Outcomes

1. What )o !anagers )o"# )escribe the 'our 'unctions o' &anage&ent.)escribe the 'our 'unctions o' &anage&ent.

# E$plain !int*berg-s &anagerial roles.E$plain !int*berg-s &anagerial roles.

# )escribe at*-s three essential &anagerial s/ills and)escribe at*-s three essential &anagerial s/ills and

ho% the i&portance o' these s/ills changesho% the i&portance o' these s/ills changes

depending on &anagerial le+el.depending on &anagerial le+el.

#)iscuss the changes that are i&pacting &anager-s)iscuss the changes that are i&pacting &anager-sobs.obs.

# E$plain %hy custo&er ser+ice and inno+ation areE$plain %hy custo&er ser+ice and inno+ation are

i&portant to the &anager-s ob.i&portant to the &anager-s ob.


4/36


1

Learning OutcomesLearning Outcomes

1. What Is n rgani*ation"# E$plain the characteristics o' an organi*ation.E$plain the characteristics o' an organi*ation.

# )escribe ho% today-s organi*ations are structured.)escribe ho% today-s organi*ations are structured.

1.3 Why 4tudy !anage&ent"# )iscuss %hy it-s i&portant to understand)iscuss %hy it-s i&portant to understand

&anage&ent.&anage&ent.

# E$plain the uni+ersality o' &anage&ent concept.E$plain the uni+ersality o' &anage&ent concept.# )escribe the re%ards and challenges o' being a)escribe the re%ards and challenges o' being a

&anager.&anager.


5/36


13

Who re Managers!Who re Managers!# !anager!anager

4o&eone %ho coordinates and o+ersees the %or/ o'4o&eone %ho coordinates and o+ersees the %or/ o'

other people so that organi*ational goals can beother people so that organi*ational goals can be

acco&plished.acco&plished.


6/36


15

Classi"ying ManagersClassi"ying Managers# 6irst(line !anagers6irst(line !anagers

Indi+iduals %ho &anage the %or/ o' non(&anagerialIndi+iduals %ho &anage the %or/ o' non(&anagerial

e&ployees.e&ployees.

# !iddle !anagers!iddle !anagers

Indi+iduals %ho &anage the %or/ o' 'irst(lineIndi+iduals %ho &anage the %or/ o' 'irst(line&anagers.&anagers.

# 7op !anagers7op !anagers

Indi+iduals %ho are responsible 'or &a/ingIndi+iduals %ho are responsible 'or &a/ing

organi*ation(%ide decisions and establishing plansorgani*ation(%ide decisions and establishing plansand goals that a''ect the entire organi*ation.and goals that a''ect the entire organi*ation.


7/36


18

#$hibit 1%1 Women in Managerial Positions round

the World

Women in

Management

ustralia 1.9 percentCanada 5. percent

:er&any 3.5 percent

;apan 10.1 percent

Philippines 38.< percent

=nited 4tates 30.5 percent

Women in &op

Manager's (ob

.0 percent.2 percent

>?

>?

>?2.5 percent


8/36


1egotiatorG>egotiatorG Bepresent depart&ent duringBepresent depart&ent duringnegotiations o' union contracts, sales,negotiations o' union contracts, sales,purchases, and budgets.purchases, and budgets.


22/36

Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall 122

What Managers ,o!What Managers ,o!

# 4/ills !anagers >eed4/ills !anagers >eed

7echnical s/ills7echnical s/ills no%ledge and pro'iciency in a speci'ic 'ieldno%ledge and pro'iciency in a speci'ic 'ield

Hu&an s/illsHu&an s/ills 7he ability to %or/ %ell %ith other people7he ability to %or/ %ell %ith other people

Conceptual s/illsConceptual s/ills 7he ability to thin/ and conceptuali*e about abstract and7he ability to thin/ and conceptuali*e about abstract and

co&ple$ situations concerning the organi*ationco&ple$ situations concerning the organi*ation


23/36


#$hibit 1%2 S3ills 4eeded at ,i""erent#$hibit 1%2 S3ills 4eeded at ,i""erent

Management Le*els Management Le*els


24/36


#$hibit 1%5#$hibit 1%5 Conceptual S3illsConceptual S3ills

#bility to use in'or&ation to sol+e businessbility to use in'or&ation to sol+e business

proble&sproble&s

# Identi'ication o' opportunities 'or inno+ationIdenti'ication o' opportunities 'or inno+ation

# Becognition o' proble& areas andBecognition o' proble& areas and

i&ple&entation o' solutionsi&ple&entation o' solutions# 4election o' critical in'or&ation 'ro& &asses o'4election o' critical in'or&ation 'ro& &asses o'

datadata

# =nderstanding o' business uses o' technology=nderstanding o' business uses o' technology# =nderstanding o' organi*ation-s business &odel=nderstanding o' organi*ation-s business &odel

Source:ased on &erican !anage&ent ssociation 4ur+ey o' !anagerial 4/ills and

Co&petencies, !arch?pril 2000, 'ound on ! Web site Dwww.ama.org, ctober 0, 2002.


25/36


#$hibit 1%5#$hibit 1%5 Communication S3illsCommunication S3ills

#bility to trans'or& ideas into %ords and actionsbility to trans'or& ideas into %ords and actions

# Credibility a&ong colleagues, peers, andCredibility a&ong colleagues, peers, and

subordinatessubordinates

#istening and as/ing Juestionsistening and as/ing Juestions

# Presentation s/ills spo/en 'or&atPresentation s/ills spo/en 'or&at

# Presentation s/ills %ritten and?or graphicPresentation s/ills %ritten and?or graphic

'or&ats'or&ats




26/36


#$hibit 1%5#$hibit 1%5 #""ecti*eness S3ills#""ecti*eness S3ills

# Contributing to corporate &ission?depart&entalContributing to corporate &ission?depart&ental

obecti+esobecti+es

# Custo&er 'ocusCusto&er 'ocus

# !ultitas/ingG %or/ing at &ultiple tas/s in parallel!ultitas/ingG %or/ing at &ultiple tas/s in parallel

# >egotiating s/ills>egotiating s/ills

# Proect &anage&entProect &anage&ent

# Be+ie%ing operations and i&ple&entingBe+ie%ing operations and i&ple&entingi&pro+e&entsi&pro+e&ents




27/36


#$hibit 1%5#$hibit 1%5 Interpersonal S3illsInterpersonal S3ills


Co&petencies, !arch?pril 2000, 'ound on ! Web site Dwww.amanet.org, ctober 0, 2002.

# Coaching and &entoring s/illsCoaching and &entoring s/ills

# )i+ersity s/illsG %or/ing %ith di+erse people and)i+ersity s/illsG %or/ing %ith di+erse people and

culturescultures

# >et%or/ing %ithin the organi*ation>et%or/ing %ithin the organi*ation

# >et%or/ing outside the organi*ation>et%or/ing outside the organi*ation

# Wor/ing in tea&s cooperation and co&&it&entWor/ing in tea&s cooperation and co&&it&ent


28/36

Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall 12no7&erms to >no7# managermanager

# "irst?line managers"irst?line managers

# middle managersmiddle managers

# top managerstop managers

# managementmanagement

# e""iciencye""iciency

# e""ecti*enesse""ecti*eness

# planningplanning

# organizingorganizing# leadingleading

# controllingcontrolling

# management rolesmanagement roles

# interpersonal rolesinterpersonal roles

# in"ormational rolesin"ormational roles

# decisional rolesdecisional roles

# technical s3illstechnical s3ills

# human s3illshuman s3ills

# conceptual s3illsconceptual s3ills

# organizationorganization

# uni*ersality o"uni*ersality o"managementmanagement

ch1_management and ob

Documents