Principles
of
Management
Text Book
MANAGEMENT
by
Stephen P. Robbins - Mary Coulter
Edition 14th
In the next class every one should be having this book, please.
Chapter 1
Introduction
to Management and
Organizations
d
PYRAMID
1–4
VENICE
1–5
What Is An Organization?
Organization: A deliberate arrangement of people to accomplish
some specific purpose
• Elements of Definition
– Each organization has a distinct purpose
– Each organization is composed of people
– All organizations develop some deliberate structure
1–6
Characteristics of Organizations
1–7
What Is An Organization?

An Organization Define


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
1–8
Who Are Managers?

Manager

Someone who coordinates and oversees the work
of other people so that organizational goals can
be accomplished.
1–9
Classifying Managers

First-line Managers


Middle Managers


Individuals who manage the work of nonmanagerial employees.
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.
1–10
Managerial Levels
1–11
Kinds of Managers by Level and Area
Levels of Management
Top managers
Middle managers
First-line managers
1–12
Areas of Management
WHAT IS MANAGEMENT?
Management is what managers do.
Is it enough ?
“The conventional definition of management is getting work
done through people, but real management is developing
people through work”
“The best way to manage people to superior performance is
to convince them by everything you do and by your every day
attitude that you are wholeheartedly supporting them’’
Coordinating and overseeing the work activities of others so
that their activities are completed efficiently and effectively.
1–13
WHAT IS MANAGEMENT?




“Mangers are people who do things right”
“Managing is about handling things, about
maintaining order, about organization and
control”
“Management is about coping with
complexity”
“Managers are builders”
1–14
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
Effectiveness and Efficiency in Management
1–16
Basic Purpose of Management
EFFICIENTLY
Using resources wisely and
in a cost-effective way
And
EFFECTIVELY
Making the right decisions and
successfully implementing them
1–17
Efficiency
versus
Effectiveness
1–18
What Do Managers Do?

Functional Approach

Planning


Organizing


Arranging and structuring work to accomplish organizational
goals.
Leading


Defining goals, establishing strategies to achieve goals,
developing plans to integrate and coordinate activities.
Working with and through people to accomplish goals.
Controlling

Monitoring, comparing, and correcting work.
1–19
Management Functions
1–20
Managerial Functions






Henri Fayol was the first to describe the four
managerial functions when he was the CEO of a
large mining company.
Fayol noted managers at all levels, operating in a for
profit or not for profit organization, must perform
each of the functions of:
Planning,
organizing,
leading,
controlling.
1–21
Planning
Planning is the process used by managers to
identify and select appropriate goals and
courses of action for an organization.
3 steps to good planning :
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?

1–22
Organizing


In organizing, managers create the structure
of working relationships between
organizational members that best allows them
to work together and achieve goals.
Managers will group people into departments
according to the tasks performed.
1–23
Leading


In leading, managers determine direction,
state a clear vision for employees to follow,
and help employees understand the role they
play in attaining goals.
Leadership involves a manager using power,
motivation, influence, vision, persuasion, and
communication skills.
1–24
Controlling


Involves monitoring and evaluating actual
performance, comparing actual to standard,
and taking corrective action if necessary.
It’s management’s job to get work
performance back on track.
1–25
Management in Organizations
Inputs from the environment
MEN / WOMEN
MONEY
MACHINES
MATERIALS
METHODS
MARKETS
MIS
Planning
and decision
making
Organizing
Goals attained
• Efficiently
• Effectively
Controlling
Leading
1–26
The Management Process
Planning and
Decision Making
Setting the organization’s goals and
deciding how best
to achieve them
Controlling
Monitoring
and correcting
ongoing activities
to facilitate goal
attainment
Organizing
Determining how
best to group
activities and
resources
Leading
Motivating members
of the organization
to work in the best
interests of the
organization
1–27
What Do Managers Do?

Management Roles
Approach (Mintzberg)

Interpersonal roles


Informational roles


Figurehead, leader, liaison
Monitor, disseminator,
spokesperson
Decisional roles

Entrepreneur, Disturbance
handler, resource
allocator, negotiator
1–28
What Do Managers Do? (cont’d)

Skills Approach

Technical skills


Human skills


Knowledge and proficiency in a specific field
The ability to work well with other people
Conceptual skills

The ability to think and conceptualize about abstract
and complex situations concerning the organization
1–30
Skills Needed at Different Management Levels
1–31
Conceptual Skills
• Using information to solve business problems
• Identifying of opportunities for innovation
• Recognizing problem areas and implementing
solutions
• Selecting critical information from masses of
data
• Understanding of business uses of technology
• Understanding of organization’s business model
1–32
Communication Skills
• Ability to transform ideas into words and actions
• Credibility among colleagues, peers, and
subordinates
• Listening and asking questions
• Presentation skills; spoken format
• Presentation skills; written and/or graphic
formats
1–33
Interpersonal Skills
• Coaching and mentoring skills
• Diversity skills: working with diverse people and
cultures
• Networking within the organization
• Networking outside the organization
• Working in teams; cooperation and commitment
1–36
Management Skills and Management Function Matrix
1–37
Why Study Management?

The Value of Studying Management

The universality of management


The reality of work


Good management is needed in all organizations.
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.
1–38
Universal Need for Management
1–39
Rewards and Challenges of Being A Manager
1–40