Management
By
STEPHEN P. ROBBINS
MARY COULTER
PART 1


Chapter 1 Introduction to Management and
Organization
Chapter 2 Management yesterday and Today
Management Process
 Planning
 Organizing
 Leading
 Controlling
Management Roles : Henry Mintzberg
1. Interpersonal
•
•
•
Figurehead
Leader
Liaison
3. Decisional
•
•
•
•
2. Informational
•
•
•
Monitor
Disseminator
Spokeperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Management Skill
1. Technical Skill
2.
Human Skill
3.
Conceptual Skill
Management Theories
1. Scientific
2. Administrative Theorists
3. Quantitative Approach
4. Organizational Behavior
Current Trends and Issues
1.
2.
3.
4.
5.
6.
7.
8.
Globalization
Workforce Diversity
Entrepreneurship
E – Business
Need for Innovation and
Flexibility
Quality Management
Learning Organization
Workplace Spirituality
PART 2



Chapter 3 Organization Culture and the
Environment : The Constraints
Chapter 4 Managing in a Global Environment
Chapter 5 Social Responsibility and
Managerial Ethics
Attention to
Detail
Innovation and
Risk Taking
Low…………High
Low…………High
Outcome
Orientation
Low…………High
Organizational
Culture
Stability
Low…………High
People
Orientation
Low…………High
Aggressiveness
Team
Orientation
Low…………High
Low…………High
Managing in a Global Environment
The Global Environment

Regional Trading Alliance

Different Type of Global Organizations
Stage I
Stage II
Passive Response
Passive Response
Stage III
Established International
Operations
Foreign
Subsidiary
Joint
Ventures
Exporting
To foreign
countries or
Importing
From foreign
countries
Hiring foreign
Representation
Or contracting
With foreign
manufacturers
Strategic
Alliances
Licensing/
Franchising
Social Responsibility
and Managerial Ethics
The “Greening “ of Management
 How Organizations Go Green
1. Legal Approach
2. Market Approach
3. Stakeholders Approach
4. Activist Approach

PART 3




Chapter 6 Decision Making: the Essence of
the Manager’s Job
Chapter 7 Foundations of Planning
Chapter 8 Strategic Management
Chapter 9 Planning Tools and Techniques
Purposes of Planning
1.
2.
3.
4.
Planning Gives Direction
Planning Reduces Uncertainty
Planning Reduces Overlapping and
Wasteful Activities
Planning Sets the Standard Used in
Controlling
The Strategic Management Process
2
1
Identify the
organization’s
current mission,
Objectives, and
strategies.
3
Identify the
Opportunities
And threats.
Analyze the
Environment.
6
Formulate
Strategies.
4
Analyze the
organization’s
Resources.
5
Identify
Strengths and
Weaknesses.
7
Formulate
Strategies.
8
Formulate
Strategies.
Levels of Organization Strategy
Corporate
Level
Multibusiness
Corporation
Business
Level
Functional
Level
Research and
Development
Strategic
Business Unit 1
Strategic
Business Unit 2
Strategic
Business Unit 3
Manufacturing
Marketing
Human
Resources
Finance
PART 4
Chapter 10 Organizational Structure
and Design
 Chapter 11 Communication and
Information Technology
 Chapter 12 Human Resource
Management
 Chapter 13 Managing Change and
Innovation

Contemporary Organization Designs
Team-Based Structures
 Matrix Structure
 Project Structure
 Autonomous Internal Units
 Boundaryless Organization
 Leaning Organization

The HRM Process
Environment
Human
Resource
Planning
Recruitment
Selection
Identification and Selection
of Competent Employees
Training
Orientation
Training
Performance
Management
Compensation
and
Benefits
Adapted and competent
employees with up-to-date
skills and knowledge
Career
Development
Competent and high-performing employees who
are capable of sustaining high performance over
the long term
Environment
Chang Management
Forces for Change
1. External Forces





Marketplace
Governmental Laws and Regulations
Technology
Labor Market
Economic
2. Internal Forces

Operations of the Organization
PART 5




Chapter
Chapter
Chapter
Chapter
14
15
16
17
Foundations of Behavior
Understanding Groups and Teams
Motivating Employees
Leadership
Behavior
1.
Individual Behavior





2.
Attitude
Personality
Perception
Learning
Motivation
Group Behavior



Team Building
Leadership
Conflict
Attitude
Job Satisfaction
 Job Involvement
 Organizational Commitment
 Organizational Citizenship Behavior

Big-Five Model of Personality
1.
2.
3.
4.
5.
Extraversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
Shaping : A Managerial Tool
1.
2.
3.
4.
Positive Reinforcement
Negative Reinforcement
Punishment
Extinction
PART 6


Chapter 18 Foundations of Control
Chapter 19 Operations and Value Chain
Management
Types of Control
Feedforward Control
 Concurrent Control
 Feedback Control
