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STEPHEN P. ROBBINS
MARY COULTER
Chapter
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What Do Managers Have in Common? They get things done through their organization. They create the systems, conditions and environment that enable organizations to survive and thrive beyond the tenure of any specific supervisor or manager.
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Classifying Managers
First-line Managers
Individuals who manage the work of non-managerial employees.
Middle Managers
Individuals who manage the work of first-line managers.
Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
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Exhibit 1.3
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General Managers
Responsible for several departments that perform different functions
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General Managers
Self-contained division such as a Macys department store Project managers have general management responsibility as they coordinate people across several departments
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Organizational Performance
Organization - social entity that is goal directed and deliberately structured Effectiveness - degree to which organization achieves a stated goal Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output Process A systematic method of handling activities Performance organizations ability to attain its goals by using resources in an efficient and effective manner
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Managerial Performance
The measure of how efficient and effective a manager is - how well he/she determine and achieves appropriate objectives or goals.
Organizational Performance
The measure of how efficient and effective an organization is - how well it achieves appropriate objectives or goals.
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Managerial Concerns
Efficiency
Doing things right Getting the most output for the least inputs Doing the right things Attaining organizational goals
Effectiveness
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Definition of Management
The attainment of organizational goals in an effective and efficient manner through Four functions
planning, organizing, leading, and controlling organizational resources.
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Exhibit 1.1
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Functions of Management
Planning
Select goals and ways to attain them
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Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.
Arranging and structuring work to accomplish organizational goals. Working with and through people to accomplish goals.
Organizing
Leading
Controlling
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Planning
The process of establishing goals and a suitable course of action for achieving those goals. Managers think through their goals and action, actions are based on some method, plan or logic Plan gives the organization its objectives and set up the best procedures for reaching them. Planning helps organization to reach its objectives. Selection of goals Establishing goals for organizations subunits-divisions, dept. etc Establishing programs for achievement of goals in systematic manner.
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Organizing
The process of engaging two or more people in working together in a structured way to achieve a specific goal or set of goals. Process of arranging and allocating work, authority and resources. Managers match an organizations structure to its goals and resources, called as organizational development. Seeking new people to join structure of relationships--staffing.
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Leading
The process of directing and influencing the task-related activities of group members or entire organization. Involves directing, influencing and motivating employees to perform essential tasks. Establishing proper atmosphere by managers to help their employees to do their best.
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Controlling
The process of ensuring that actual activities conform to planned activities. Involves four main elements Establishing standards of performance Measuring current performance Comparing this performance to the established standards Taking corrective action if deviations are detected
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Interpersonal Roles
Managerial Roles that involves people and other duties that are ceremonial and symbolic in nature.
Informational Roles
Decisional Roles
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Category
Informational
Role
Monitor Disseminator Spokesperson
Interpersonal
Decisional
Resource allocator
negotiator
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MONITOR: gathers internal and external information relevant to the organization DISSEMINATOR: transmits factual and value based information to subordinates SPOKESPERSON: communicates to the outside world on performance and policies FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organization LEADER: fosters a proper work atmosphere and motivates and develops subordinates LIASION: develops and maintains a network of external contacts to gather information
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ENTREPRENEUR: designs and initiates change in the organization DISTURBANCE HANDLER: deals with unexpected events and operational breakdowns RESOURCE ALLOCATOR: controls and authorizes the use of organizational resources NEGOTIATOR: participates in negotiation activities with other organizations and individuals
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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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What Is An Organization?
An Organization Defined
A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone).
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Org. build toward a desirable future and help individuals do the same. New products and practices are developed as a results of the creative power that emerge when the people work together in org.
Org. Help connect people to their pasts. Org. maintain records and value their own history ,keeping tradition in our minds.
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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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Administration is concerned with policy making where management with policy implementing. Functions of administration are legislative and largely determinative while management functions are more executive and governing. Administration is more concerned with Planning and organizing while management is more concerned with Leading and Controlling. The functioning and importance of administration increases at higher levels and decreases at lower levels. Administration Board of Directors Management persons below BOD
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Science refers to a systematic body of knowledge acquired through observation experimentation and intelligent speculation. Management has become a discipline, which is more organizing and systemized. Science has spread all areas throughout the world and management is an accepted science as a way of solving problems and taking decision. The principal of management are universal in nature and are being applied in every branch of human activity, so its considered as a Social Science also. Art Skill in conducting any human activity. Managing as practice is an art, the organized knowledge underlying the practice is a science. Science and Art are not mutually exclusive, they are complementary.
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Terms to Know
manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization
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