Management tenth edition

Stephen P. Robbins Mary Coulter

Chapter
Introduction to
Management
1 and
Organizations
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 What is Management?
Some Leading Definitions
•“The art of management has been defined, ’as knowing exactly what you want men to
do, and then seeing that they do it in the best and cheapest way.’” (Taylor, 1911, p. 7)

•“To manage is to forecast and plan, to organize, to command, to co-ordinate and to

control.” (Fayol 1916, p. 5/6)

•“Management can be defined as the process of planning, organizing, directing, and

controlling organizational resources (human, financial, physical, and informational) in
the pursuit of organizational goals.” (Dunham & Pierce 1989, p. 6)

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 What is Management? (contd.)
Some Leading Definitions
•“Management can be defined as the process of achieving organizational goals through
planning, organizing, leading, and controlling the human, physical, financial, and
information resources of the organization in an effective and efficient manner” (Bovée
et al. 1993, p. 5)

•“Management: Coordinating and overseeing the work activities of others so their

activities are completed efficiently and effectively” (Robbins & Coulter 2016, p. 39)

•“Management is a steering influence on market, production and/or resource

operations in an organization and its units that may address both people and
non-people issues and is exerted by multiple organizational actors through
either anticipatory norm-setting (= constitutive or strategic management) or
situational intervention (= operational management) with the aim of achieving
the unit’s objectives.” (Kaehler & Grundei, 2019, p. 22)

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 Who Are Managers?
• Manager
Someone who coordinates and oversees the work of
other people so that organizational goals can be
accomplished.

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 Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial
employees.
• Middle Managers
Individuals who manage the work of first-line
managers.
• Top Managers
Individuals who are responsible for making
organization-wide decisions and establishing plans
and goals that affect the entire organization.

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 Exhibit 1–2 Managerial Levels

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 Classifying Managers
Even though many organizations today do not have
such pyramidal structures, it is imperative that
organizational activities are conducted in a planned
and coordinated fashion.

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 What Is An Organization?
• An Organization Defined
A deliberate arrangement of people to accomplish
some specific purpose (that individuals independently
could not accomplish alone).
• Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure

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 Managerial Concerns
Efficiency
❖ “Doing things right”
– Getting the most output
for the least inputs
Effectiveness
❖ “Doing the right things”
– Attaining organizational
goals

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Exhibit 1–3 Effectiveness and Efficiency in
Management

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 What Managers Do?
• Three Approaches to Defining What Managers
Do.
Functions they perform.
Roles they play.
Skills they need.

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 What Managers Do?
• Functions Manager’s Perform
Planning
❖ Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Organizing
❖ Arranging and structuring work to accomplish organizational
goals.
Leading
❖ Working with and through people to accomplish goals.
Controlling
❖ Monitoring, comparing, and correcting work.

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 Exhibit 1–4 Management Functions

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 What Managers Do?
• Roles Manager’s Play
Roles 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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 What Managers Do?
• Management Roles
(Mintzberg)
Interpersonal roles
❖ Figurehead, leader, liaison
Informational roles
❖ Monitor, disseminator,
spokesperson
Decisional roles
❖ Entrepreneur, disturbance
handler, resource allocator,
negotiator

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 Exhibit 1.5 Mintzberg’s Managerial Roles
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Informational Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

Adapted from Mintzberg, Henry,

The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
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 What Managers Do?

• Skills Managers Need

Technical skills
❖ Knowledge and proficiency in a specific field
Human skills
❖ The ability to work well with other people
Conceptual skills
❖ The ability to think and conceptualize about abstract and
complex situations concerning the organization

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 Exhibit 1–6 Skills Needed at Different
Management Levels

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 How The Manager’s Job Is
Changing
• The Increasing Importance of Customers
Customers: 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.
• Innovation
Doing things differently, exploring new territory, and
taking risks
❖ Managers should encourage employees to be aware of and
act on opportunities for innovation.

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Exhibit 1–8
Changes
Affecting a
Manager’s Job

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 Exhibit 1–9 Characteristics of Organizations

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 Why Study Management?
• The Value of Studying Management
The 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 creative
opportunities for meaningful and fulfilling work.
❖ Successful managers receive significant monetary rewards
for their efforts.

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 Exhibit 1–10 Universal Need for Management

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 Exhibit 1–11 Rewards and Challenges of
Being A Manager

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 Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling

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 All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by
any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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 How do you define management
• Key words
projects - people – optimum environment - best
output
planning – organizing – leading – group of
people – bringing out the best
planning – organizing – utilizing resources –
goals of the organization
being efficient yourself and making sure others
are too

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 How do you define management
• Key words
process – deal with people
controlling through processes
process – control – influence – group
people – organization
process – work done – effectively planning,
organizing, directing

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