Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall11Introduction to Introduction to Manageent Manageent and and !rgani"ations!rgani"ationsChapter Chapter11Manageent #tephen P. $obbins Mary Coulter tenth editionCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall12%earning !utcoes%earning !utcoesFollow this Learning Outline as you read and study Follow this Learning Outline as you read and study this chapter.this chapter.1.1 Who Are Managers?Explain how managers differ from non-managerialExplain how managers differ from non-managerial employees. employees.Describe how to classify managers in organiations. Describe how to classify managers in organiations.1.! What "s Management? Define management. Define management. Explain why efficiency and effecti#eness are importantExplain why efficiency and effecti#eness are important to management. to management.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall1&%earning !utcoes%earning !utcoes 1.$ What Do Managers Do?Describe the fo%r f%nctions of management. Describe the fo%r f%nctions of management.Explain Mintberg Explain Mintberg&s managerial roles. &s managerial roles.Describe 'at Describe 'at&s three essential managerial s(ills and&s three essential managerial s(ills and how the importance of these s(ills changeshow the importance of these s(ills changes depending on managerial le#el. depending on managerial le#el.Disc%ss the changes that are impacting manager Disc%ss the changes that are impacting manager&s&s )obs. )obs.Explain why c%stomer ser#ice and inno#ation areExplain why c%stomer ser#ice and inno#ation are important to the manager important to the manager&s )ob. &s )ob.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall1'%earning !utcoes%earning !utcoes 1.* What "s An +rganiation? Explain the characteristics of an organiation. Explain the characteristics of an organiation.Describe how today Describe how today&s organiations are str%ct%red. &s organiations are str%ct%red.1., Why -t%dy Management? Disc%ss why it Disc%ss why it&s important to %nderstand&s important to %nderstand management. management.Explain the %ni#ersality of management concept. Explain the %ni#ersality of management concept.Describe the rewards and challenges of being aDescribe the rewards and challenges of being a manager. manager.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall1()ho *re Managers+)ho *re Managers+ManagerManager-omeone who coordinates and o#ersees the wor( of-omeone who coordinates and o#ersees the wor( of other people so that organiational goals can beother people so that organiational goals can be accomplished.accomplished. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall1,Classi-ying ManagersClassi-ying Managers.irst-line Managers.irst-line Managers"ndi#id%als who manage the wor( of non-managerial"ndi#id%als who manage the wor( of non-managerial employees. employees.Middle ManagersMiddle Managers"ndi#id%als who manage the wor( of first-line"ndi#id%als who manage the wor( of first-line managers. managers./op Managers/op Managers"ndi#id%als who are responsible for ma(ing"ndi#id%als who are responsible for ma(ing organiation-wide decisions and establishing plansorganiation-wide decisions and establishing plans and goals that affect the entire organiation. and goals that affect the entire organiation.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall1.E/hibit 12 E/hibit 12 Managerial %e0els Managerial %e0elsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall11)hat Is Manageent+)hat Is Manageent+Manageent in#ol#es coordinating and o#erseeing the wor( acti#ities of others so that their acti#ities are completed efficiently and effecti#ely.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall12)hat Is Manageent+)hat Is Manageent+Managerial 0oncernsManagerial 0oncernsEfficiency Efficiency1 1Doing things right2 Doing things right234etting the most o%tp%t4etting the most o%tp%t for the least inp%ts for the least inp%tsEffecti#eness Effecti#eness1 1Doing the right things2 Doing the right things23Attaining organiationalAttaining organiational goals goalsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall110E/hibit 1& E/hibit 1& E--ecti0eness and E--iciency in E--ecti0eness and E--iciency inManageentManageentCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall111)hat Managers 3o+)hat Managers 3o+/hree Approaches to Defining What Managers /hree Approaches to Defining What Managers Do.Do..%nctions they perform. .%nctions they perform.5oles they play. 5oles they play.-(ills they need. -(ills they need.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall112)hat Managers 3o+)hat Managers 3o+.%nctions Manager.%nctions Manager&s 6erform&s 6erform6lanning 6lanningDefining goals7 establishing strategies to achie#e goals7Defining goals7 establishing strategies to achie#e goals7 de#eloping plans to integrate and coordinate acti#ities. de#eloping plans to integrate and coordinate acti#ities.+rganiing +rganiingArranging and str%ct%ring wor( to accomplish organiationalArranging and str%ct%ring wor( to accomplish organiational goals. goals.8eading 8eadingWor(ing with and thro%gh people to accomplish goals. Wor(ing with and thro%gh people to accomplish goals.0ontrolling 0ontrollingMonitoring7 comparing7 and correcting wor(. Monitoring7 comparing7 and correcting wor(.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall11&E/hibit 1' E/hibit 1' Manageent 4unctions Manageent 4unctionsCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall11')hat Managers 3o+)hat Managers 3o+ 5oles Manager5oles Manager&s 6lay&s 6lay5oles are specific actions or beha#iors expected of a manager.Mintberg identified 19 roles gro%ped aro%nd interpersonal relationships7 the transfer of information7 and decision ma(ing.Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall11()hat Managers 3o+ )hat Managers 3o+ Management 5olesManagement 5oles:Mintberg;:Mintberg;"nterpersonal roles "nterpersonal roles.ig%rehead7 leader7 liaison .ig%rehead7 leader7 liaison"nformational roles "nformational rolesMonitor7 disseminator7Monitor7 disseminator7 spo(esperson spo(espersonDecisional roles Decisional rolesEntreprene%r7 dist%rbanceEntreprene%r7 dist%rbance handler7 reso%rce allocator7handler7 reso%rce allocator7 negotiator negotiatorCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall11,)hat Managers 3o 5Mint"berg6)hat Managers 3o 5Mint"berg6ActionsActionstho%ghtf%l thin(ing tho%ghtf%l thin(ingpractical doing practical doingCopyright 2010 Pearson Education, Inc. Publishing as Prentice Hall11.Interpersonal $oles .ig%rehead 8eader 8iaisonIn-orational $oles Monitor Disseminator -po(esperson3ecisional $oles Entreprene%r Dist%rbance handler 5eso%rce allocator