PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall Inc Copyright 2005 Prentice Hall Inc All rights reserved All rights reserved 8th edition Steven P Robbins Mary Coulter Copyright 2005 Prentice Hall Inc All rights reserved 1 2 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter Who Are Managers Describe who is doing managerial work in today s organizations Define who managers are Explain how manager differ from non managerial employees Discuss how to classify managers in organizations What Is Management Define management Contrast efficiency and effectiveness Explain why efficiency and effectiveness are important to management Copyright 2005 Prentice Hall Inc All rights reserved 1 3 L E A R N I N G O U T L I N E cont d Follow this Learning Outline as you read and study this chapter What Do Managers Do Describe the four functions of management Explain Mintzberg s managerial roles Tell how a manager s include reflection and action Describe Katz s three essential managerial skills and how the importance of these skills changes depending on managerial level List other important managerial skills and competencies Discuss the change that are impacting managers jobs Explain why customer service and innovation are important to the manager s job Copyright 2005 Prentice Hall Inc All rights reserved 1 4 L E A R N I N G O U T L I N E cont d Follow this Learning Outline as you read and study this chapter What Is An Organization Describe the characteristics of an organization Explain how the concept of an organization is changing Why Study Management Explain the universality of management concept Discuss why an understanding of management is important even if you don t plan to be a manager Describe the rewards and challenges of being a manager Copyright 2005 Prentice Hall Inc All rights reserved 1 5 Who Are Managers Manager Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals Copyright 2005 Prentice Hall Inc All rights reserved 1 6 Classifying Managers First line Managers Are at the lowest level of management and manage the work of non managerial employees Middle Managers Manage the work of first line managers Top Managers Are responsible for making organization wide decisions and establishing plans and goals that affect the entire organization Copyright 2005 Prentice Hall Inc All rights reserved 1 7 What Is Management Managerial Concerns Efficiency v Doing things right Getting the most output for the least inputs Effectiveness v Doing the right things Attaining organizational goals Copyright 2005 Prentice Hall Inc All rights reserved 1 8 What Do Managers Do Functional Approach Planning vDefining goals establishing strategies to achieve goals developing plans to integrate and coordinate activities Organizing vArranging work to accomplish organizational goals Leading vWorking with and through people to accomplish goals Controlling vMonitoring comparing and correcting the work Copyright 2005 Prentice Hall Inc All rights reserved 1 9 What Do Managers Do cont d Management Roles Approach Interpersonal roles vFigurehead leader liaison Informational roles vMonitor disseminator spokesperson Decisional roles vDisturbance handler resource allocator negotiator Copyright 2005 Prentice Hall Inc All rights reserved 1 10 What Do Managers Do cont d Skills Approach Technical skills vKnowledge and proficiency in a specific field Human skills vThe ability to work well with other people Conceptual skills vThe ability to think and conceptualize about abstract and complex situations concerning the organization Copyright 2005 Prentice Hall Inc All rights reserved 1 11 How The Manager s Job Is Changing The Increasing Importance of Customers Customers the reason that organizations exist vManaging customer relationships is the responsibility of all managers and employees vConsistent high quality customer service is essential for survival Innovation Doing things differently exploring new territory and taking risks vManagers should encourage employees to be aware of and act on opportunities for innovation Copyright 2005 Prentice Hall Inc All rights reserved 1 12 What Is An Organization An Organization Defined A deliberate arrangement of people to accomplish some specific purpose Common Characteristics of Organizations Have a distinct purpose goal Composed of people Have a deliberate structure Copyright 2005 Prentice Hall Inc All rights reserved 1 13 Why Study Management The Value of Studying Management The universality of management vGood management is needed in all organizations The reality of work vEmployees either manage or are managed Rewards and challenges of being a manager vManagement offers challenging exciting and creative opportunities for meaningful and fulfilling work vSuccessful managers receive significant monetary rewards for their efforts Copyri