Management

Stephen P. Robbins Mary Coulter

Introduction to
Chapter
Management
1 and
Organizations
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Learning Outcomes
Follow this Learning Outline as you read and study
this chapter.
1.1 Who Are Managers?
• Explain how managers differ from non-managerial
employees.
• Describe how to classify managers in organizations.
1.2 What Is Management?
• Define management.
• Explain why efficiency and effectiveness are important
to management.

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 Learning Outcomes
1.3 What Do Managers Do?
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and
how the importance of these skills changes
depending on managerial level.
• Discuss the changes that are impacting manager’s
jobs.
• Explain why customer service and innovation are
important to the manager’s job.
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 Learning Outcomes
1.4 What Is An Organization?
• Explain the characteristics of an organization.
• Describe how today’s organizations are structured.
1.5 Why Study Management?
• Discuss why it’s important to understand
management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a
manager.

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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 1–1 Women in Managerial Positions Around
the World

Women in Women in Top

Management Manager’s Job

Australia 41.9 percent 3.0 percent

Canada 36.3 percent 4.2 percent
Germany 35.6 percent N/A
Japan 10.1 percent N/A
Philippines 57.8 percent N/A
United States 50.6 percent 2.6 percent

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 Exhibit 1–2 Managerial Levels

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 What Is Management?

• Management involves coordinating and

overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

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 What Is Management?
• 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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 What Managers Do (Mintzberg)

• Actions
thoughtful thinking
practical doing

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 Exhibit 1.5 Mintzberg’s Managerial Roles
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Interpersonal 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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 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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 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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