robbins fom06 basic 001
TRANSCRIPT
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PowerPoint Presentation by Charlie CookThe University of West Alabama
Fundamentals of ManagementSixth Edition
Robbins and DeCenzowith contributions from Henry Moon
C H A P T E R
1Part I: Introduction
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Managers and Management
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L E A R N I N G O U T C O M E S
1. Describe the difference between managers and
operative employees.
2. Explain what is meant by the term management.
3. Differentiate between efficiency and effectiveness.4. Describe the four primary processes of management.
5. Classify the three levels of managers and identify the
primary responsibility of each group.
6. Summarize the essential roles performed by
managers.
7. Discuss whether the manager’s job is generic.
After reading this chapter, you will be able to:
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L E A R N I N G O U T C O M E S (cont’d)
8. Describe the four general skills necessary for
becoming a successful manager.
9. Describe the value of studying management.
10. Identify the relevance of popular humanities and socialscience courses to management practices.
After reading this chapter, you will be able to:
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Who Are Managers And
Where Do They Work?
• Organization
A systematic arrangement of people brought
together to accomplish some specific purpose;
applies to all organizations.Where managers work (manage).
• Common Characteristics of Organizations
Distinct purpose and goals
People
Systematic structure
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EXHIBIT 1 –1 Common Characteristics of Organizations
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People Differences
• Operatives
People who work directly on a job or task and have
no responsibility for overseeing the work of others.
• Managers
Individuals in an organization who direct theactivities of others.
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EXHIBIT 1 –2 Organizational Levels
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Identifying Managers
• First-line Managers
Supervisors responsible for directing the day-to-day
activities of operative employees
• Middle Managers
Individuals at levels of management between thefirst-line manager and top management
• Top Managers
Individuals who are responsible for making decisions
about the direction of the organization andestablishing policies that affect all organizational
members
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How Do We Define Management?
• Management
The process of getting things done, effectively and
efficiently , through and with other people
Efficiency
Doing the thing correctly; refers to the relationship between
inputs and outputs; seeks to minimize resource costs
Effectiveness
Doing the right things; goal attainment
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EXHIBIT 1 –3 Efficiency and Effectiveness
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EXHIBIT 1 –4 Management Process Activities
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Management Processes
• Planning
Includes defining goals, establishing strategy, and
developing plans to coordinate activities
• Organizing
Includes determining what tasksto be done, who is to do them,
how the tasks are to be
grouped, who reports to
whom, and where
decisions are to be made
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Management Processes (cont’d)
• Leading
Includes motivating employees, directing the
activities of others, selecting the most effective
communication channel, and resolving conflicts
• Controlling The process of monitoring performance,
comparing it with goals, and
correcting any significant
deviations
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EXHIBIT 1 –5 Mintzberg’s Managerial Roles
InterpersonalFigurehead
Leader
Lia ison
InformationalMoni tor
Disseminator
Spokesperson
Decisional
EntrepreneurDisturbance handler
Resource al locator
Negot iator
Source: The Nature of Managerial Work (paperback) by H. Mintzberg. Table 2, pp. 92 –93.
Reprinted by permission of Pearson Education Inc., Upper Saddle River, NJ.
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Is The Manager’s Job Universal?
• Level in the Organization
Do managers manage differently based on where
they are in the organization?
• Profit versus Not-for-profit
Is managing in a commercial enterprise differentthan managing in a non-commercial organization?
• Size of Organization
Does the size of an organization affect how
managers function in the organization?
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EXHIBIT 1 –6 Distribution of Time per Activity by Organizational Level
Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll,
“The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.
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EXHIBIT 1 –7 Importance of Managerial Roles
in Small and Large Businesses
Source: Adapted from J. G. P. Paolillo, “The Manager’s Self -
Assessments of Managerial Roles: Small vs. Large Firms,”
American Journal of Small Business (January –March 1984) pp. 61 –62.
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Is The Manager’s Job Universal? (cont’d)
• Management Concepts and National Borders
Is management the same in all economic, cultural,
social and political systems?
• Making Decisions and Dealing with Change
Do managers all make decisions and deal withchange in the same ways?
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General Skills for Managers
Conceptual
Skills
Political
skills
Interpersonal
skills
Technical
skills
Skills of Successful
Managers
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Steps in Mentoring
1. Communicate honestly and openly with your
protégé.
2. Encourage honest and open communication from
your protégé.
3. Treat the relationship with the protégé as a
learning opportunity.
4. Take the time to get to know your protégé.
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Specific Skills for Managers
• Behaviors related to a manager’s effectiveness:
Controlling the organization’s environment and its
resources.
Organizing and coordinating.
Handling information.
Providing for growth and development.
Motivating employees and handling conflicts.
Strategic problem solving.
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EXHIBIT 1 –8 Standards Overview of Managerial Competencies
Management Competencies
A cluster of knowledge, skills,
and attitudes related toeffective managerial
performance.
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How Much Importance Does The
Marketplace Put On Managers?
• Good (effective) managerial skills are a scarce
commodity.
Managerial compensation packages are one
measure of the value that organizations place onmanagers.
Management compensation reflects the market
forces of supply and demand.
Management superstars, like superstar athletes in
professional sports, are wooed with signing bonuses,
interest-free loans, performance incentive packages, and
guaranteed contracts.
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Why Study Management?
• We all have a vested interest in improving the
way organizations are managed.
Better organizations are, in part, the result of good
management.
• You will eventually either manage or bemanaged.
Gaining an understanding of the management
process provides the foundation for developing
management skills and insight into the behavior ofindividuals and the organizations.