MANAGEMENT
GLOBAL EDITION | FOURTEENTH EDITION
Stephen P. Robbins & Mary Coulter | Pearson
Chapters 1, 2, 3, 5, 6 & 7
+ Management History module (pages 66-79)
, Chapter 1 Managers and you in the workplace
Time management
- Each of us gets exactly the same amount of tme
- Time cannot be saved: so need to become more efcient and efectve
1. List current, upcoming and routne goals – know what needs to be done daily/weekly/monthly
2. Rank goals according to importance
3. List actvites/tasks necessary to achieve your goals
4. Divide tasks into categories (A = important & urgent, B = important or urgent, C = routnee
5. Schedule tasks according to priorites (daily plane
6. Plan your to-do list so that it includes a mixture of A, B & C tasks
7. Recognize that technology makes it too easy to stay connected: prioritze
8. Realize that priorites may change throughout the day/week
9. Remember that your goals is to manage getng your work done as efciently and efectvely
1.1 Who are managers and where do they work
- Manager = someone who coordinates and oversees the work of others, so goals can be accomplished
No personal achievement but helping others doing their work: coordinatng/supervising
1e Top managers: responsible for making organizaton-wide decisions and establishing plans
2e Middle Managers: manage work of frst-line managers – regional/store manager
3e First-Line Managers: manage work of nonmanagerial employees - shift/district manager
4e Nonmanagerial Employees: normal employees without a managing functon
- Organizaton = deliberate arrangement of people to accomplish some specifc purpose
People in deliberate structure – can be open and fexible or more traditonal with clear rules
1.2 Why are managers so important
- A great boss can: inspire, energize, coach, guide, provide feedback, inform and improve performance
- Three reasons why managers are important
1e Organizatons need their managerial skills and abilites: identfying critcal issues
Challenges: changing workforce, economic climate, changing technology & globalizaton
Scrutnize ideas and ask critcal questons like: Is there a sustainable marketa
2e Managers are critcal to getng things done
Create and coordinate workplace environment and work systems, so others can perform
3e Managers do mater in organizatons
Most important variable in employee productvity is quality of employee-managers relaton
Leadership has single largest infuence on employee engagement
,1.3 What do managers doa
- Management = coordinatng and overseeing the work actvites of others
Their actvites must me completed efciently and efectvely
- Efficiency = doing things right, most output from the least amount of inputs – not wastng resources
- Effectveness = the right things, doing those work actvites that will result in goals achieving
is about the outcome in contrast with efciency that is about the means of getng things done
- three approaches to describe what managers do: functons, roles & skills
Four managerial functons – perform certain actvites
1e Planning: set goals, establish strategies and develop plans to integrate and coordinate
2e Organizing: arranging/structuring work to accomplish the organizatonns goals (what/whoe
3e Leading: working with and through people to accomplish organizatonal goals
4e Controlling: monitoring, comparing and correctng work performance
Mintzbergns three managerial roles = specifc actons/behaviors expected by a manager
1e Interpersonal roles: people and other dutes that are ceremonial and symbolic dutes
Leader, Figurehead & Liaison
2e Informatonal roles: involve collectng, receiving and disseminatng informaton
Monitor, disseminator and spokesperson
3e Decisional roles: making decisions or choices
Entrepreneur, disturbance handler, resource allocator and negotator
Actvites include both refecton (thinkinge and acton (doinge
Management skills – 3 types, importance depends on managerial level
1e Technical skills: job-specifc knowledge and techniques needed to profciently perform
Most important for frst-line managers – manage employees who use these tools
2e Interpersonal skills: ability to work well with other people individually and in a group
Equally important to all levels of management – all have to deal with people
3e Conceptual skills: to think and to conceptualize about abstract and complex situatons
See organizaton as a whole, most important to top managers
1.4 How is the managerns job changinga
- Customer: todayns environment very compettve – high-quality customer service is important
- Technology: fast development and changes – managers need to help employees with new stuf
- Social media: forms of electronic communicaton, online communites to share ideas/informaton
Managers need to understand and manage the power and peril of social media
Problematc when employees brag about accomplishes or used to argue or gripe
- Innovaton: exploring new territory, takings risks and doing things diferently
- Sustainability: ability to achieve goals and increase long-term shareholder value
Doing this through integratng economic, environmental and social opportunites in strategies
being environmentally friendly and green management have become mainstream issues
- Employee: higher employee satsfacton, talent retenton and higher engagement
Provide performance feedback, clear communicatng and strategy of building talent
1.5 Why study managementa
- Universality of management = management needed in all types/sizes/levels/areas of organizatons
All managers must plan, organize, lead & control – but in a diferent way
, - The reality of work: once you graduate you will either manage of be managed
- Rewards and challenges of being a manager
Rewards: support, coach, being creatve, receive bonuses & play role in outcomes
Challenges: do hard work, dealing with variety of personalites & success depends on others
- Gaining insights into life at work: studying management will help you to get beter results at work
GLOBAL EDITION | FOURTEENTH EDITION
Stephen P. Robbins & Mary Coulter | Pearson
Chapters 1, 2, 3, 5, 6 & 7
+ Management History module (pages 66-79)
, Chapter 1 Managers and you in the workplace
Time management
- Each of us gets exactly the same amount of tme
- Time cannot be saved: so need to become more efcient and efectve
1. List current, upcoming and routne goals – know what needs to be done daily/weekly/monthly
2. Rank goals according to importance
3. List actvites/tasks necessary to achieve your goals
4. Divide tasks into categories (A = important & urgent, B = important or urgent, C = routnee
5. Schedule tasks according to priorites (daily plane
6. Plan your to-do list so that it includes a mixture of A, B & C tasks
7. Recognize that technology makes it too easy to stay connected: prioritze
8. Realize that priorites may change throughout the day/week
9. Remember that your goals is to manage getng your work done as efciently and efectvely
1.1 Who are managers and where do they work
- Manager = someone who coordinates and oversees the work of others, so goals can be accomplished
No personal achievement but helping others doing their work: coordinatng/supervising
1e Top managers: responsible for making organizaton-wide decisions and establishing plans
2e Middle Managers: manage work of frst-line managers – regional/store manager
3e First-Line Managers: manage work of nonmanagerial employees - shift/district manager
4e Nonmanagerial Employees: normal employees without a managing functon
- Organizaton = deliberate arrangement of people to accomplish some specifc purpose
People in deliberate structure – can be open and fexible or more traditonal with clear rules
1.2 Why are managers so important
- A great boss can: inspire, energize, coach, guide, provide feedback, inform and improve performance
- Three reasons why managers are important
1e Organizatons need their managerial skills and abilites: identfying critcal issues
Challenges: changing workforce, economic climate, changing technology & globalizaton
Scrutnize ideas and ask critcal questons like: Is there a sustainable marketa
2e Managers are critcal to getng things done
Create and coordinate workplace environment and work systems, so others can perform
3e Managers do mater in organizatons
Most important variable in employee productvity is quality of employee-managers relaton
Leadership has single largest infuence on employee engagement
,1.3 What do managers doa
- Management = coordinatng and overseeing the work actvites of others
Their actvites must me completed efciently and efectvely
- Efficiency = doing things right, most output from the least amount of inputs – not wastng resources
- Effectveness = the right things, doing those work actvites that will result in goals achieving
is about the outcome in contrast with efciency that is about the means of getng things done
- three approaches to describe what managers do: functons, roles & skills
Four managerial functons – perform certain actvites
1e Planning: set goals, establish strategies and develop plans to integrate and coordinate
2e Organizing: arranging/structuring work to accomplish the organizatonns goals (what/whoe
3e Leading: working with and through people to accomplish organizatonal goals
4e Controlling: monitoring, comparing and correctng work performance
Mintzbergns three managerial roles = specifc actons/behaviors expected by a manager
1e Interpersonal roles: people and other dutes that are ceremonial and symbolic dutes
Leader, Figurehead & Liaison
2e Informatonal roles: involve collectng, receiving and disseminatng informaton
Monitor, disseminator and spokesperson
3e Decisional roles: making decisions or choices
Entrepreneur, disturbance handler, resource allocator and negotator
Actvites include both refecton (thinkinge and acton (doinge
Management skills – 3 types, importance depends on managerial level
1e Technical skills: job-specifc knowledge and techniques needed to profciently perform
Most important for frst-line managers – manage employees who use these tools
2e Interpersonal skills: ability to work well with other people individually and in a group
Equally important to all levels of management – all have to deal with people
3e Conceptual skills: to think and to conceptualize about abstract and complex situatons
See organizaton as a whole, most important to top managers
1.4 How is the managerns job changinga
- Customer: todayns environment very compettve – high-quality customer service is important
- Technology: fast development and changes – managers need to help employees with new stuf
- Social media: forms of electronic communicaton, online communites to share ideas/informaton
Managers need to understand and manage the power and peril of social media
Problematc when employees brag about accomplishes or used to argue or gripe
- Innovaton: exploring new territory, takings risks and doing things diferently
- Sustainability: ability to achieve goals and increase long-term shareholder value
Doing this through integratng economic, environmental and social opportunites in strategies
being environmentally friendly and green management have become mainstream issues
- Employee: higher employee satsfacton, talent retenton and higher engagement
Provide performance feedback, clear communicatng and strategy of building talent
1.5 Why study managementa
- Universality of management = management needed in all types/sizes/levels/areas of organizatons
All managers must plan, organize, lead & control – but in a diferent way
, - The reality of work: once you graduate you will either manage of be managed
- Rewards and challenges of being a manager
Rewards: support, coach, being creatve, receive bonuses & play role in outcomes
Challenges: do hard work, dealing with variety of personalites & success depends on others
- Gaining insights into life at work: studying management will help you to get beter results at work
