Describe the management process and identify the skills

Describe the management process and identify the skills
required to manage business organizations.
Source: Management, by Stephen P. Robbins, Mary Coulter, (2018)
https://lms.ectmoodle.ae
Bachelor of Business Administration
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Learning Objectives
1.1 Tell who managers are and where they work.
Know how to manage your time.
1.2 Explain why managers are important to organizations.
1.3 Describe the functions, roles, and skills of managers.
Develop your skill at being politically aware.
1.4 Describe the factors that are reshaping and redefining
the manager’s job.
1.5 Explain the value of studying management.
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Who Is a Manager?
Manager: someone who coordinates and
oversees the work of other people so that
organizational goals can be accomplished
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Exhibit 1-1
Levels of Management
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified
as first-line, middle, or top.
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Classifying Managers
• First-Line Managers: manage the work of nonmanagerial
employees
• Middle Managers: manage the work of first-line
managers
• Top Managers: responsible for making
organization-wide decisions and establishing
plans and goals that affect the entire organization
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Where Do Managers Work?
• Organization: a deliberate arrangement of people
to accomplish some specific purpose
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Exhibit 1-2
Characteristics of Organizations
Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose,
deliberate structure, and people.
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Why Are Managers Important?
• Organizations need their managerial skills and
abilities now more than ever
• Managers are critical to getting things done
• Managers do matter to organizations
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What Do Managers Do?
• Management involves coordinating and
overseeing the work activities of others so that
their activities are completed efficiently and
effectively.
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Efficiency and Effectiveness
• Efficiency: doing things right
– getting the most output from the least amount
of input
• Effectiveness: doing the right things
– attaining organizational goals
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Exhibit 1-3
Efficiency and Effectiveness in Management
Exhibit 1-3 shows that whereas efficiency is concerned with the means of getting things
done, effectiveness is concerned with the ends, or attainment of organizational goals.
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Management Functions
• Planning: Defining goals, establishing strategies
to achieve goals, and 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
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Exhibit 1-4
Four Functions of Management
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
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Mintzberg’s Managerial Roles and a
Contemporary Model of Managing
• Roles: specific actions or behaviors expected of
and exhibited by a manager
• Mintzberg identified 10 roles grouped around
interpersonal relationships, the transfer of
information, and decision-making
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Types of Roles
• Interpersonal
– Figurehead, leader, liaison
• Informational
– Monitor, disseminator, spokesperson
• Decisional
– Entrepreneur, disturbance handler, resource
allocator, negotiator
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Exhibit 1-5
Mintzberg’s Managerial Roles
Exhibit 1-4 shows the four functions used to describe a manager’s work: planning,
organizing, leading, and controlling.
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Management Skills
• 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 Managerial Levels
Exhibit 1-6 shows the relationships of conceptual, human, and technical skills to managerial
levels.
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Exhibit 1-7
Important Managerial Skills
Exhibit 1-7 shows other important managerial skills.
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Exhibit 1-8
Changes Facing Managers
Exhibit 1-8 shows some of the most important changes facing managers.
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Focus on the Customer
• Without customers, most organizations would
cease to exist
• Managing customer relationships is the
responsibility of all managers and employees
• Consistent, high-quality customer service is
essential
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Focus on Technology
• Managers must get employees on board with new
technology
• Managers must oversee the social interactions
and challenges involved in using collaborative
technologies
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Focus on Social Media
• Social media: forms of electronic communication
through which users create online communities to
share ideas, information, personal messages, and
other content
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Focus on Innovation
• Innovation: exploring new territory, taking risks,
and doing things differently
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Focus on Sustainability
• Sustainability: a company’s ability to achieve its
business goals and increase long-term
shareholder value by integrating economic,
environmental, and social opportunities into its
business strategies
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Focus on the Employee
• Treating employees well is not only the right thing
to do, it is also good business
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The Universality of Management
• The reality that management is needed in all types
and sizes of organizations, at all organizational
levels, in all organizational areas, and in
organizations no matter where located
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Exhibit 1-9
Universal Need for Management
Exhibit 1-9 shows that management is universally needed in all types of, and throughout all
areas of, organizations.
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The Reality of Work
• When you begin your career, you will either
manage or be managed.
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Challenges of Being a Manager
• Can be a thankless job
• May entail clerical type duties
• Managers also spend significant amounts of time
in meetings and dealing with interruptions
• Managers often have to deal with a variety of
personalities and have to make do with limited
resources
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Rewards of Being a Manager
• Responsible for creating a productive work
environment
• Recognition and status in your organization and
in the community
• Attractive compensation in the form of salaries,
bonuses, and stock options
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Exhibit 1-10
Rewards and Challenges of Being a Manager
Rewards Challenges
Create a work environment in which organizational
members can work to the best of their ability
Do hard work
Have opportunities to think creatively and use
imagination
May have duties that are more clerical than
managerial
Help others find meaning and fulfillment in work Have to deal with a variety of personalities
Support, coach, and nurture others Often have to make do with limited resources
Work with a variety of people Motivate workers in chaotic and uncertain situations
Receive recognition and status in community and
organization
Blend knowledge, skills, ambitions, and experiences
of diverse work group
Play a role in influencing organizational outcomes Success depends on others’ work performance
Receive appropriate compensation in the form of
salaries, bonuses, and stock options
Blank cell
Good mangers are needed by organizations Blank cell

 

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