Chapter 1 Management, Robbins, Coulter

Chapter 1
Managers in the Workplace

Management by Stephen P. Robbins & Mary Coulter
Why are Managers Important?
Organizations need their managerial skills and abilities
more than ever in these uncertain, complex, and chaotic
times.
Managerial skills and abilities are critical in getting things
done.
The quality of the employee/supervisor relationship is the
most important variable in productivity and loyalty.
They have to work with changing workforce dynamics, the
world wide economic climate, changing technology,
globalization
Make decision: product is marketable or not and are
critical how things will be done.
They do matter to organization
Henry Fayol “Management is to forecast and to plan, to
organize , to command , to coordinate and to control”
F.W taylor “ Management is knowing exactly what your
men want to do and then setting that its done in the best and
cheapest ways”
Who Are Managers?
Manager He is supervisor ,
Someone who coordinator . Works for
coordinates and oversees other people, other
the work of other people department even for
so that organizational people outside the firm or
goals can be organization
accomplished
Exhibit 1-1: Levels of Management
Classifying Managers
First-line Managers (Supervisors)- Individuals who
manage the work of non-managerial employees.
 Like supervisor, shift in charge, district manager
 Job , instruction to workers, responsible for quality and quantity
of product, ensure discipline among workers, motivate them and

most importantly they are the image builder of company.
Middle Managers (Executors)- Individuals who manage
the work of first-line managers.
 Like project head, store manager, regional manager
 Job: responsible for their department, execute the plans, sub units,
coordinate activates, evaluate performance

Top Managers(Administrators) - Individuals who are
responsible for making organization-wide decisions and
establishing plans and goals that affect the entire
organization.
 Like; Executive Vice president, Chief executive officer(CEO),
Chief operating officer(COO) Manager district
 They are the main source and authority, set goals, make policies,
do planning, set objectives

Where Do Managers Work?
Organization - A deliberate arrangement of people
assembled to accomplish some specific purpose (that
individuals independently could not accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure
What Do Managers Do?
Management involves coordinating and overseeing the
work activities of others so that their activities are
completed efficiently and effectively.
Effectiveness and Efficiency
Efficiency(Means) Effectiveness(Ends)
“Doing things right” “Doing the right things”
Getting the most output Attaining organizational
for the least inputs goals
Face the problem of High attainment
scarcity of resources
Low waste
Management Functions
Planning - Defining goals, establishing strategies to achieve goals, and
developing plans to integrate and coordinate activities.
Koontz “ Planning is deciding in advance – what to do, when to do and
how to do”
Organizing - Arranging and structuring work to accomplish
organizational goals.
What needs to be done?
How it will be done?
Who is to do it?
It is a process of combining financial, physical and human resources.
Leading - Working with and through people to accomplish goals.
Motivation
Controlling - Monitoring, comparing, and correcting work.
Management Roles
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.
Management Roles
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource allocator,
negotiator
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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What are the different levels of management?

What are the main management functions?

Chapter 1

Managers in the Workplace

of product, ensure discipline among workers, motivate them and

coordinate activates, evaluate performance

do planning, set objectives

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