8th edition - Tawfiq Mostafamostafatawfiq.weebly.com/uploads/1/2/7/3/12734779/ch_1.pdf1–5 What Is...

8th edition8th editionSteven P. Robbins

Mary CoulterSteven P. Robbins

Mary Coulter

Copyright Copyright © 2005 Prentice Hall, Inc.© 2005 Prentice Hall, Inc.All rights reserved.All rights reserved.

Copyright © 2005 Prentice Hall, Inc. All rights reserved. 1–2

Who Are Managers?*

• ManagerSomeone who works with and through other people

by coordinating, integrating and monitoring their work activities in order to accomplish organizational goals.


Classifying Managers*

• 1. First-line Managers also called supervisorsAre at the lowest level of management and manage

the work of non-managerial employees.• 2. Middle ManagersManage the work of first-line managers.

• 3. Top ManagersAre responsible for making organization-wide

decisions and establishing plans and goals that affect the entire organization.


Exhibit 1.1Exhibit 1.1

Managerial Levels*

Traditionally structured organizations –shaped like a pyramid.

1–5

What Is Management?*

• Managerial ConcernsEfficiency “Doing things right”

– Getting the most output for the least inputs

Effectiveness “Doing the right things”

– Attaining organizational goals

It is what managers do.

Formal definition - It involves coordinating andoverseeing the work activities of others so that theiractivities are completed efficiently and effectively.



Effectiveness and Efficiency in Management


What Do Managers Do?*• Functional Approach – first suggested by Henri Fayol in

the early part of the twentieth centuryPlanning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

OrganizingArranging and structuring work to accomplish

organizational goals.Leading

Working with and through people to accomplish goals.Controlling

Monitoring, comparing, and correcting the work.



Management Functions


What Do Managers Do? (cont’d)*

• Management Roles Approach–Henry Mintzberg Interpersonal roles

Figurehead, leader, liaison Informational roles

Monitor, disseminator, spokesperson

Decisional rolesDisturbance handler,

resource allocator, negotiator


What Do Managers Do? (cont’d)

• Skills Approach – developed by Robert L. KatzTechnical skills

Knowledge and proficiency in a specific fieldHuman skills

The ability to work well with other peopleConceptual skills

The ability to think and conceptualize about abstract and complex situations concerning the organization



Skills Needed at Different Management Levels


How The Manager’s Job Is Changing*

• The Increasing Importance of CustomersCustomers: the reason that organizations exist

Managing customer relationships is the responsibility of all managers and employees.

Consistent high quality customer service is essential for survival.

• InnovationDoing things differently, exploring new territory, and

taking risksManagers should encourage employees to be aware of

and act on opportunities for innovation.


What Is An Organization?

• An Organization DefinedA deliberate arrangement of people to accomplish

some specific purpose• Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure



Characteristics of Organizations

Why Study Management?

• The Value of Studying ManagementThe universality of management

Good management is needed in all organizations.The reality of work

Employees either manage or are managed.Rewards and challenges of being a manager

Management offers challenging, exciting and creativeopportunities for meaningful and fulfilling work.

Successful managers receive significant monetary rewardsfor their efforts.

MANAGEMENT IS BOTH SCIENCE AS WELL AS ANART.



Universal Need for Management



Rewards and Challenges of Being A Manager

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