Principles of Management by Robbins1–1 Management Overview Who Are Managers? Explain how managers differ from non-managerial employees.Explain how managers. - презентация

1 Principles of Management by Robbins1–1 Management Overview Who Are Managers? Explain how managers differ from non-managerial employees.Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations.Describe how to classify managers in organizations. What Is Management? Define management.Define management. Explain why efficiency and effectiveness are important to management.Explain why efficiency and effectiveness are important to management.

2 Principles of Management by Robbins1–2 Management Overview Management Overview What Do Managers Do? Describe the four functions of management.Describe the four functions of management. Explain Mintzbergs managerial roles.Explain Mintzbergs managerial roles. Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level.Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impacting managers jobs.Discuss the changes that are impacting managers jobs. Explain why customer service and innovation are important to the managers job.Explain why customer service and innovation are important to the managers job.

3 Principles of Management by Robbins1–3 Management Overview Management Overview What Is An Organization? Describe the characteristics of an organization.Describe the characteristics of an organization. Explain how the concept of an organization is changing.Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept.Explain the universality of management concept. Discuss why an understanding of management is important.Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.Describe the rewards and challenges of being a manager.

4 Principles of Management by Robbins1–4 Who Are Managers? ManagerManager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

5 Principles of Management by Robbins1–5 Classifying Managers First-line ManagersFirst-line Managers Individuals who manage the work of non-managerial employees. Individuals who manage the work of non-managerial employees. Middle ManagersMiddle Managers Individuals who manage the work of first-line managers. Individuals who manage the work of first-line managers. Top ManagersTop Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

6 Principles of Management by Robbins1–6 Exhibit 1–1Managerial Levels

7 Principles of Management by Robbins1–7 Why Study Management? The Value of Studying ManagementThe Value of Studying Management The universality of management The universality of management Good management is needed in all organizations. Good management is needed in all organizations. The reality of work The reality of work Employees either manage or are managed. Employees either manage or are managed. Rewards and challenges of being a manager Rewards and challenges of being a manager Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts. Successful managers receive significant monetary rewards for their efforts.

8 Principles of Management by Robbins1–8 Exhibit 1–11Universal Need for Management

9 Principles of Management by Robbins1–9 What Is Management? Managerial ConcernsManagerial Concerns Efficiency Efficiency Doing things right Doing things right –Getting the most output for the least inputs Effectiveness Effectiveness Doing the right things Doing the right things –Attaining organizational goals

10 Principles of Management by Robbins1–10 Exhibit 1–2Effectiveness and Efficiency in Management

11 Principles of Management by Robbins1–11 What Do Managers Do? Functional Approach (Management Functions)Functional Approach (Management Functions) Planning Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing Organizing Arranging and structuring work to accomplish organizational goals. Arranging and structuring work to accomplish organizational goals. Leading Leading Working with and through people to accomplish goals. Working with and through people to accomplish goals. Controlling Controlling Monitoring, comparing, and correcting work. Monitoring, comparing, and correcting work.

12 Principles of Management by Robbins1–12 Exhibit 1–3Management Functions

13 Principles of Management by Robbins1–13 Management Roles Approach (Mintzberg) Interpersonal roles Interpersonal roles Figurehead, leader, liaison Figurehead, leader, liaison Informational roles Informational roles Monitor, disseminator, spokesperson Monitor, disseminator, spokesperson Decisional roles Decisional roles Disturbance handler, resource allocator, negotiator Disturbance handler, resource allocator, negotiator

14 Principles of Management by Robbins1–14 What Managers Actually Do (Mintzberg) InteractionInteraction with others with others with the organization with the organization with the external context of the organization with the external context of the organization ReflectionReflection thoughtful thinking thoughtful thinking ActionAction practical doing practical doing

15 Principles of Management by Robbins1–15 What Do Managers Do? (contd) Skills ApproachSkills Approach Technical skills Technical skills Knowledge and proficiency in a specific field Knowledge and proficiency in a specific field Human skills Human skills The ability to work well with other people The ability to work well with other people Conceptual skills Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization The ability to think and conceptualize about abstract and complex situations concerning the organization

16 Principles of Management by Robbins1–16 Exhibit 1–5Skills Needed at Different Management Levels

17 © 2007 Prentice Hall, Inc. All rights reserved.1–17 Exhibit 1–7Management Skills and Management Function Matrix

18 Principles of Management by Robbins1–18 How The Managers Job Is Changing The Increasing Importance of CustomersThe Increasing Importance of Customers Customers: the reason that organizations exist Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. Consistent high quality customer service is essential for survival. InnovationInnovation Doing things differently, exploring new territory, and taking risks Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation. Managers should encourage employees to be aware of and act on opportunities for innovation.

19 Principles of Management by Robbins1–19 Exhibit 1–8 Changes Impacting the Managers Job

20 Principles of Management by Robbins1–20 What Is An Organization? An Organization DefinedAn Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of OrganizationsCommon Characteristics of Organizations Have a distinct purpose (goal) Have a distinct purpose (goal) Composed of people Composed of people Have a deliberate structure Have a deliberate structure

21 Principles of Management by Robbins1–21 Exhibit 1–9Characteristics of Organizations

22 Principles of Management by Robbins1–22 Exhibit 1–10The Changing Organization

23 Principles of Management by Robbins1–23 Exhibit 1–12Rewards and Challenges of Being A Manager

24 Principles of Management by Robbins1–24 Terms 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 managementuniversality of management