1–1

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 Teaching Methodology
Quizzes 10

Assignments 10
1–2

Class Participation 05

Project and Presentation 15

Midterm 20

Final term 40

•C A S E S T U D Y
•C L A S S A C T I V I T I E S I N D I V I D U A L
GROUP
•R O L E P L A Y I N G
•A R T I C L E A N D I N F O G R A P H I C S
•V I D E O S
•C A S E S T U D I E S
Stephen P. Robbins Mary Coulter

Chapter

1
Management
Introduction to Management and Organizations
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Prentice Hall 1–3
 https://youtu.be/aWV8w-coyhM
Video
links https://www.youtube.com/watch?v=Cl4
GhjSALsI

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p4pzBIm8
https://www.youtube.com/watch?
v=_OBqwhYLEJo
Learning Outcomes
•Follow this Learning Outline as you read and study this chapter.

•1.1 Who Are Managers?

• What Is Management?
• What Do Managers Do?

• What Is An Organization?
• Why Study Management?

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Prentice Hall 1–5
 Who Are Managers?
Manager
• Someone who coordinates and oversees the
work of other people so that organizational
goals can be accomplished.

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1–6
Classifying Managers

First-line Managers Middle Managers Top Managers

Individuals who manage the Individuals who manage the Individuals who are
work of non-managerial work of first-line managers. responsible for making
employees. organization-wide decisions
and establishing plans and
goals that affect the entire
organization.

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Prentice Hall
 Managerial Levels

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1–8
 What Is Management?

• Management involves coordinating and

overseeing the work activities of others so that
their activities are completed efficiently and
effectively.

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What Is Management?

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

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What Managers Do?

• Three Approaches to
Defining What Managers
Do.
• Functions they perform.
• Roles they play.
• Skills they need.

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Prentice Hall 1–11
What Managers Do
• Functions Manager’s Perform
• Planning
• Defining goals, establishing
strategies to achieve goals,
developing plans to integrate
and coordinate activities.
• Organizing
• Arranging and structuring work to
accomplish organizational goals.
• Leading
• Working with and through people to
accomplish goals.
• Controlling
• Monitoring, comparing, and
correcting work.
1–12
 Exhibit 1–4 Management Functions

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What Managers
Do?

• Roles Manager’s Play

 Roles are specific actions or
behaviors expected of a manager.
Mintzberg identified 10 roles grouped
around
 interpersonal relationships,
 the transfer of information,
 and decision making.

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Publishing as Prentice Hall
 Exhibit 1.5 Mintzberg’s Managerial Roles
• Interpersonal Roles
• Figurehead
• Leader
• Liaison
• Informational Roles
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles
• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator
Adapted from Mintzberg, Henry,
The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94..
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1–15
What Managers
Do?

• Skills Managers Need

• 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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 Exhibit 1–6 Skills Needed at Different
Management Levels

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 An Organization Defined
• A deliberate arrangement of
people to accomplish some
specific purpose (that individuals
What Is An independently could not
accomplish alone).
Organization?
Common Characteristics of
Organizations
• Have a distinct purpose (goal)
• Composed of people
• Have a deliberate structure

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 Exhibit 1–9 Characteristics of Organizations

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1–19
 Why Study Management?
• The Value of Studying Management
 The universality of management
 Good management is needed in all organizations.
 The reality of work
 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.

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1–20
 Exhibit 1–10 Universal Need for Management

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1–21
 Rewards and Challenges of
Being A Manager

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 Terms to Know
• manager • management roles
• first-line managers • interpersonal roles
• middle managers • informational roles
• top managers • decisional roles
• management • technical skills
• efficiency • human skills
• effectiveness • conceptual skills
• planning • organization
• organizing • universality of
• leading management
• controlling
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1–23