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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

    11

    Introduction toIntroduction to

    ManagementManagementandand

    OrganizationsOrganizations

    ChapterChapter

    11

    ManagementStephen P. Robbins Mary Coultertenth edition

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

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    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.

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

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    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.

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

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    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.

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

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    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.

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    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.

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

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    #$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

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall

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

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    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

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall 12

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

    Management Le*els Management Le*els

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall 12

    #$hibit 1%5#$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.

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall 123

    #$hibit 1%5#$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

    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.

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall 125

    #$hibit 1%5#$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

    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.

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    Copyright 2010 Pearson Education, Inc.Publishing as Prentice Hall 128

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

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

    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

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    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