Management 8e. - Robbins and Coulter

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Mercedes Smart Car
8 feet long (3.5 feet shorter than Mini), 60 MPG,
recyclable but is it electric?
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L E A R N I N G O U T L I N E

• Difference between managers and operatives
• Levels of management
• Definition of management
• Efficiency versus effectiveness
• Four functions of management
• Mintzbergs managerial roles
• Katzs managerial skills and how need for them
  varies at different levels
• Changes impacting managers jobs
• Importance of customer service and innovation
• Characteristics of an organization
• How the concept of an organization is changing
• Universality of management concept
• Importance of understanding management
• Rewards and challenges of being a manager

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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.

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Managers vs. Operatives

• Operatives
• Work directly on job or task
• No responsibility for others
• Managers
• Oversee work of others
• Can someone be both an operative and a manager?

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How Motivated Am I to Manage?

• Respond to each of the 6 items using the
  following scale1 Strongly disagree 2
  Moderately disagree 3 Slightly disagree 4
  Neither agree or disagree 5 Slightly agree 6
  Moderately agree 7 Strongly agree
• I have a generally positive attitude toward those
  holding positions of authority over me. 1 2 3 4
  5 6 7
• I enjoy competition and striving to win for
  myself and my work group. 1 2 3 4 5 6 7
• I like to tell others what to do and have no
  problem with imposing sanctions to enforce my
  directives. 1 2 3 4 5 6 7
• I like being active, assertive, and protecting
  the members of my work group. 1 2 3 4 5 6 7
• I enjoy the idea of standing out from the group,
  behaving in a unique manner, and being highly
  visible. 1 2 3 4 5 6 7
• I am willing to perform routine, day-to-day
  administrative tasks and duties. 1 2 3 4 5 6 7

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How Motivated - Results

• Scores on this instrument will range between 6
  and 42.
• 6-18 indicate low motivation to manage
• 19-29 is moderate motivation and
• 30 and above as high motivation to manage.
• This instrument taps six components that have
  been found to be related to managerial success,
  especially in larger organizations. These are a
  favorable attitude toward authority a desire to
  compete a desire to exercise power
  assertiveness desire for a distinctive position
  and a willingness to engage in repetitive tasks.
• Your score gives you an idea of how comfortable
  you would be doing managerial activities.
• Note This instrument emphasizes tasks associated
  with managing in larger and more bureaucratic
  organizations. A low or moderate score may
  indicate that you're more suited to managing in a
  small firm, an organic organization, or in
  entrepreneurial situations

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Managerial Levels
Top Managers
Middle Managers
First-Line Managers
Operatives (Non-managerial employees)
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Effectiveness and Efficiency in Management
Exhibit 1.2
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Efficiency Versus Effectiveness

• Efficiency
• Doing things right
• Getting the most output for the least inputs
• Effectiveness
• Doing the right things
• Attaining organizational goals

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The Contractors Triangle

• Good

• Fast

• Cheap

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Management Functions
Exhibit 1.3
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Mintzbergs 10 Managerial Roles

• Interpersonal roles
• Figurehead, leader, liaison
• Informational roles
• Monitor, disseminator, spokesperson
• Decisional roles
• Entrepreneur, disturbance handler, resource
  allocator, negotiator

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Katzs Managerial Skills

• Skills Approach
• 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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Skills Needed at DifferentManagement Levels
Top Management
Middle Management
Lower-level Management
Conceptual skills
Human skills
Technical skills
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Skills Needed at Different Management Levels
Exhibit 1.5
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Management Skills and Management Function Matrix
Exhibit 1.7
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Employers Rankings of Skills in Job Candidates
1 Not important 5 extremely important
Source National Association of Colleges and
Employers, Fall 2004
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Changes Impacting the Managers Job
Exhibit 1.8
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How The Managers 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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Characteristics of Organizations
Exhibit 1.9
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The Changing Organization
Exhibit 1.10
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The Changing OrganizationOverall Trend
From
To
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Why Study Management?

• You have a vested interest in understanding how
  organizations are managed
• You will either manage or be managed

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Universal Need for Management
Exhibit 1.11
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Rewards and Challenges of Being a manager

• Managing is challenging and exciting, and offers
  creative opportunities for meaningful and
  fulfilling work
• Successful managers receive significant monetary
  rewards for their efforts

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Rewards and Challenges of Being A Manager
Exhibit 1.12
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Managers vs. Entrepreneurs

• seek to exploit opportunities
• put their own financial security at risk
• accept risk
• motivated by independence, opportunity to create
  financial gain
• long-term goals
• directly involved in organizations operation
• accept mistakes

• custodial
• rewarded for minimizing risk and avoiding
  failures
• avoid risk
• motivated by career promotions, other rewards
• short-term goals
• delegate tasks to others
• avoid mistakes/failure