Robbins Fom8 Inppt01

1
Chapter
Managers
and
Management
Copyright 2013 Pearson Education, Inc.
publishing as Prentice Hall
1-1
Learning Outcomes
Tell who managers are and where they work.
Define management.
Describe what managers do.
Explain why its important to study
management.
Describe the factors that are reshaping and
redefining management.
1-2
1-3
Who Are Managers?
Where Do They Work?
Organization
A deliberate arrangement of people brought
together to accomplish a specific purpose
Common Characteristics of Organizations
Goals
People
Structure

1-4
1-5
How Are Managers Different from
Nonmanagerial Employees?
Nonmanagerial Employees
People who work directly on a job or task and
have no responsibility for overseeing the work of
others
Examples: Associates and Team Members
Managers
Individuals in organizations who direct the
activities of others

1-6
1-7
What Titles Do Managers Have?
Top Managers
Make decisions about the direction of the
organization
Examples: President, Chief Executive Officer, Vice-
President
Middle Managers
Manage the activities of other managers
Examples: District Manager, Division Manager
First-line Managers
Direct nonmanagerial employees
Examples: Supervisor, Team Leader
1-8
1-9
What Is Management?
Management is the process of getting things
done effectively and efficiently, with and
through people.
Effectiveness
Doing the right things: the tasks that help an
organization reach its goals
Efficiency
Doing things right: the efficient use of such
resources as people, money, and equipment
1-10
1-11
1-12
What Do Managers Do?
In the functions approach
proposed by French
industrialist Henri Fayol,
all managers perform
certain activities or
functions.

1-13
Four Management Functions
Planning
Defining the organizational purpose and ways to
achieve it
Organizing
Arranging and structuring work to accomplish
organizational goals
Leading
Directing the work activities of others
Controlling
Monitoring, comparing, and correcting work
performance

1-14
What Are Management Roles?
1-15
Minzberg Managers Role: Update
Managers role is to influence action by:
1. Managing actions directly
2. Managing people who take action
3. Managing information that propels people to
take action

Managers dual roles include:
1. Framing
2. Scheduling

1-16
What Skills Do Managers Need?
Conceptual Skills
Used to analyze and diagnose complex situations
Interpersonal Skills
Used to work with, understand, and motivate
individuals and groups
Technical Skills
Involve job-specific knowledge and techniques
required to perform tasks
Political Skills
Used to build a power base and establish
connections
1-17
Is the Managers Job Universal?
Level in the Organization
Profit vs. Nonprofit

1-18
1-20
1-21
Why Study Management?
We all benefit from efficiently and effectively
run businesses.
Well-managed organizations prosper even in
challenging economic times.
After graduation, most students become
managers or are managed.
1-22
1-23
What Factors Are Reshaping and
Redefining Management?
Today, managers must
deal with:
Changing workplaces
Ethical and trust issues
Global economic
uncertainties
Changing technologies
1-24
Trader Joes success
results from
outstanding
customer service.
Why Are Customers Important?
Without customers, most organizations would cease
to exist.
Employee attitudes and behaviors play a big part in
customer satisfaction.
Managers must create a customer-responsive
environment where employees are friendly,
knowledgeable, and sensitive to customer needs.
1-25
Why Is Innovation Important?
Nothing is more risky
than not innovating.
Innovation isnt only
important for high
technology companies;
it is essential in all types
of organizations.

1-26
History Module
A Brief History of
Managements
Roots
1-27
Early Management
Management has been
practiced for thousands
of years.
Organized projects were
directed by people
responsible for
planning, organizing,
leading, and controlling.

1-28
Classical Approaches (19111947)
Scientific Management
Frederick W. Taylor
described scientific
management as a
method of scientifically
finding the one best
way to do a job.

1-29
Other Classical Approaches
General Administrative
Theory
Focused on what constituted
good management.
Henri Fayol identified five
management functions and
14 management principles.
Max Weber described the
bureaucracy as an ideal
rational form of organization.
1-30
Behavioral Approaches
Early management writers included:
Robert Owen, who was concerned about
deplorable working conditions
Hugo Munsterberg, a pioneer the field of
industrial psychology
Mary Parker Follett, who recognized that
organizations could be viewed from both
individual and group behavior perspectives
1-31
The Hawthorne Studies
Studies conducted at the
Hawthorne Works of the
Western Electric Company:
Provided new insights into
individual and group behavior
at work.
Concluded that group
pressures can significantly
impact individual productivity.
1-32
Quantitative Approaches
Quantitative Approach
Used quantitative techniques to improve decision-
making.
Evolved from mathematical and statistical
solutions developed for military problems during
World War II.
W. Edwards Deming and Joseph M. Durans ideas
became the basis for total quality management
(TQM).
1-32
1-33
Contemporary Approaches
Focused on managers concerns outside the
organization
Organizations are open systems that are influenced by
and interact with their environments.
Fred Feildlers contingency approach states that
organizations, employees, and situations require
different managerial approaches.
Dramatic changes in information technology connect
nearly everyone in an organization, and managers now
supervise employees remotely.

1-34
1-35

Robbins Fom8 Inppt01

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Robbins Fom8 Inppt01

Uploaded by

Copyright:

Available Formats

1

You might also like