Management-Robbins-01.PPT

ExplainwhymanagersareimportanttoorganizationsTellwhomanagersareandwheretheyworkDescribethefunctions,roles,andskillsofmanagersDescribethefactorsthatarereshapingandredefiningthemanager’sjobExplainthevalueofstudyingmanagementOrganizationsneedtheirmanagerialskillsandabilitiesmorethaneverintheseuncertain,complex,andchaotictimes.Managerialskillsandabilitiesarecriticalingettingthingsdone.Thequalityoftheemployee/supervisorrelationshipisthemostimportantvariableinproductivityandloyalty.ManagerSomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.First-lineManagers-Individualswhomanagetheworkofnon-managerialemployees.MiddleManagers-Individualswhomanagetheworkoffirst-linemanagers.TopManagers-Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.Organization-Adeliberatearrangementofpeopleassembledtoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).CommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ArecomposedofpeopleHaveadeliberatestructureManagementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.Efficiency“Doingthingsright”GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”AttainingorganizationalgoalsPlanning-Defininggoals,establishingstrategiestoachievegoals,anddevelopingplanstointegrateandcoordinateactivities.Organizing-Arrangingandstructuringworktoaccomplishorganizationalgoals.Leading-Workingwithandthroughpeopletoaccomplishgoals.Controlling-Monitoring,comparing,andcorrectingwork.Rolesarespecificactionsorbehaviorsexpectedofamanager.Mintzbergidentified10rolesgroupedaroundinterpersonalrelationships,thetransferofinformation,anddecisionmaking.InterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesEntrepreneur,disturbancehandler,resourceallocator,negotiatorTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganizationCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisks.Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.Sustainability-acompany’sabilitytoachieveitsbusinessgoalsandincreaselong-termshareholdervaluebyintegratingeconomic,environmental,andsocialopportunitiesintoitsbusinessstrategies.UniversalityofManagementTherealitythatmanagementisneededinalltypesandsizesoforganizationsatallorganizationallevelsinallorganizationalareasinallorganizations,regardlessoflocationmanagementrolesinterpersonalrolesinformationalrolesdecisionalrolestechnicalskillshumanskillsconceptualskillsorganizationuniversalityofmanagementmanagerfirst-linemanagersmiddlemanagerstopmanagersmanagementefficiencyeffectivenessplanningorganizingleadingcontrolling