10 introduction to management and organizations ppt01
TRANSCRIPT
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–1
Introduction to Introduction to Management Management and and OrganizationsOrganizations
ChapterChapter
11
Management Stephen P. Robbins Mary Coulter
tenth edition
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–2
Who Are Managers?Who Are Managers?• ManagerManager
Someone who coordinates and oversees the work of Someone who coordinates and oversees the work of other people so that organizational goals can be other people so that organizational goals can be accomplished. accomplished.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–3
Classifying ManagersClassifying Managers• First-line ManagersFirst-line Managers
Individuals who manage the work of non-managerial Individuals who manage the work of non-managerial employees.employees.
• Middle ManagersMiddle Managers Individuals who manage the work of first-line Individuals who manage the work of first-line
managers.managers.• Top ManagersTop Managers
Individuals who are responsible for making Individuals who are responsible for making organization-wide decisions and establishing plans organization-wide decisions and establishing plans and goals that affect the entire organization.and goals that affect the entire organization.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–4
Exhibit 1–1 Women in Managerial Positions Around the World
Women in Management
Australia 41.9 percent Canada 36.3 percent Germany 35.6 percent Japan 10.1 percent Philippines 57.8 percent United States 50.6 percent
Women in TopManager’s Job
3.0 percent4.2 percentN/AN/AN/A2.6 percent
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–5
Exhibit 1–2Exhibit 1–2 Managerial LevelsManagerial Levels
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–6
What Is Management?What Is Management?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–7
What Is Management?What Is Management?• Managerial ConcernsManagerial Concerns
EfficiencyEfficiency ““Doing things right”Doing things right”
– Getting the most output Getting the most output for the least inputsfor the least inputs
EffectivenessEffectiveness ““Doing the right things”Doing the right things”
– Attaining organizational Attaining organizational goalsgoals
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–8
Exhibit 1–3Exhibit 1–3 Effectiveness and Efficiency in Effectiveness and Efficiency in Management Management
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–9
What Managers Do?What Managers Do?• Three Approaches to Defining What Managers Three Approaches to Defining What Managers
Do.Do. Functions they perform.Functions they perform. Roles they play.Roles they play. Skills they need.Skills they need.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–10
What Managers Do?What Managers Do?• Functions Manager’s PerformFunctions Manager’s Perform
PlanningPlanning Defining goals, establishing strategies to achieve goals, Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.developing plans to integrate and coordinate activities. OrganizingOrganizing
Arranging and structuring work to accomplish organizational Arranging and structuring work to accomplish organizational goals.goals.
LeadingLeading Working with and through people to accomplish goals.Working with and through people to accomplish goals.
ControllingControlling Monitoring, comparing, and correcting work.Monitoring, comparing, and correcting work.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–11
Exhibit 1–4Exhibit 1–4 Management FunctionsManagement Functions
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–12
What Managers Do?What Managers Do?
• Roles Manager’s PlayRoles Manager’s PlayRoles are specific actions or behaviors expected of a
manager.Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of information, and decision making.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–13
What Managers Do? What Managers Do? • Management Roles Management Roles
(Mintzberg)(Mintzberg) Interpersonal rolesInterpersonal roles
Figurehead, leader, liaisonFigurehead, leader, liaison Informational rolesInformational roles
Monitor, disseminator, Monitor, disseminator, spokespersonspokesperson
Decisional rolesDecisional roles Entrepreneur, disturbance Entrepreneur, disturbance
handler, resource allocator, handler, resource allocator, negotiatornegotiator
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–14
What Managers Do (Mintzberg)What Managers Do (Mintzberg)
• ActionsActions thoughtful thinkingthoughtful thinking practical doingpractical doing
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–15
• Interpersonal Roles• Figurehead• Leader• Liaison
• Informational Roles• Monitor• Disseminator• Spokesperson
• Decisional Roles• Entrepreneur• Disturbance handler• Resource allocator• Negotiator
Exhibit 1.5 Mintzberg’s Managerial Roles
Adapted from Mintzberg, Henry,The Nature of Managerial Work,1st Edition, © 1980, pp. 93–94..
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–16
What Managers Do? What Managers Do?
• Skills Managers Need Skills Managers Need Technical skillsTechnical skills
Knowledge and proficiency in a specific fieldKnowledge and proficiency in a specific field Human skillsHuman skills
The ability to work well with other peopleThe ability to work well with other people Conceptual skillsConceptual skills
The ability to think and conceptualize about abstract and The ability to think and conceptualize about abstract and complex situations concerning the organizationcomplex situations concerning the organization
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–17
Exhibit 1–6 Skills Needed at Different Exhibit 1–6 Skills Needed at Different Management Levels Management Levels
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–18
How The Manager’s Job Is How The Manager’s Job Is ChangingChanging• The Increasing Importance of CustomersThe Increasing Importance of Customers
Customers: the reason that organizations existCustomers: the reason that organizations exist Managing customer relationships is the responsibility of all Managing customer relationships is the responsibility of all
managers and employees.managers and employees. Consistent high quality customer service is essential for Consistent high quality customer service is essential for
survival.survival.
• InnovationInnovation Doing things differently, exploring new territory, and Doing things differently, exploring new territory, and
taking riskstaking risks Managers should encourage employees to be aware of and Managers should encourage employees to be aware of and
act on opportunities for innovation.act on opportunities for innovation.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–19
Exhibit 1–8Exhibit 1–8Changes Changes Affecting a Affecting a Manager’s JobManager’s Job
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–20
What Is An Organization?What Is An Organization?• An Organization DefinedAn Organization Defined
A deliberate arrangement of people to accomplish A deliberate arrangement of people to accomplish some specific purpose (that individuals independently some specific purpose (that individuals independently could not accomplish alone).could not accomplish alone).
• Common Characteristics of OrganizationsCommon Characteristics of Organizations Have a distinct purpose (goal)Have a distinct purpose (goal) Composed of peopleComposed of people Have a deliberate structureHave a deliberate structure
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–21
Exhibit 1–9 Characteristics of OrganizationsExhibit 1–9 Characteristics of Organizations
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–22
Why Study Management?Why Study Management?• The Value of Studying ManagementThe Value of Studying Management
The universality of managementThe universality of management Good management is needed in all organizations.Good management is needed in all organizations.
The reality of workThe reality of work Employees either manage or are managed.Employees either manage or are managed.
Rewards and challenges of being a managerRewards and challenges of being a manager Management offers challenging, exciting and creative Management offers challenging, exciting and creative
opportunities for meaningful and fulfilling work.opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards Successful managers receive significant monetary rewards
for their efforts.for their efforts.
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–23
Exhibit 1–10 Universal Need for ManagementExhibit 1–10 Universal Need for Management
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–24
Terms to KnowTerms to Know• managermanager• first-line managersfirst-line managers• middle managersmiddle managers• top managerstop managers• managementmanagement• efficiencyefficiency• effectivenesseffectiveness• planningplanning• organizingorganizing• leadingleading• controllingcontrolling
• management rolesmanagement roles• interpersonal rolesinterpersonal roles• informational rolesinformational roles• decisional rolesdecisional roles• technical skillstechnical skills• human skillshuman skills• conceptual skillsconceptual skills• organizationorganization• universality of universality of
managementmanagement
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Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 1–25
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Printed in the United States of America.Printed in the United States of America.