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Management

By
Stephen P. Robbins
11th Edition

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 By

Mian Muhammad Niaz Shakir

GC University, Faisalabad

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Discussion Outline
 Introduction to Mangers and
Management
 What do Managers do?
 Management Functions
Management Roles
 Management Skills

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Discussion Outline
 Introduction to Mangers and
Management
 What do Managers do?
 Management Functions
Management Roles
 Management Skills

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The process of coordinating work activities, so that they
are completed efficiently and effectively with and through
other people.
Efficiency:
Doing things right, or getting the most output from the
least amount of input.
Effectiveness:
Doing the right things, or completing activities so that
organizational goals are attained.

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 Resource Usage Goal Attainment

Efficiency (Means) Effectiveness (Ends)

Low Cost High Attainment

Management services for :

Low Resource Waste (High Efficiency)
High Goal Attainment (High Effectiveness)

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Why Study Management?
 The better you can work with people, the more
successful you will be in both your personal and your
professional lives.
 Employers want to hire employees
who can participate in managing
the firm.
 Even nonmanagers (Individual
Contributors) are being trained
to perform management
functions.

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Why Study Management? (cont’d)
 The study of management builds the skills needed in
today’s workplace to succeed in:
 Becoming a partner in managing your organization through
participative management.
 Working in a team and sharing in decision making and other
management tasks.
 The study of management also applies directly to your
personal life in helping you to:
 Communicate with and interact with people every day.
 Make personal plans and decisions, set goals, prioritize what you
will do, and get others to do things for you.
 Society Needs Leaders and Team Players
 Be Successful in our Community, Religious, Social, Professional,
Recreational and Other Organizations.
 Become Leaders for a “Just and Humane World”
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Manager
Manager is someone who works
with and through other people by
coordinating their work activities in
order to accomplish organizational
goals.

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What Is a Manager’s Responsibility?
 Manager
 The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources. Participative?
 The Manager’s Resources
 Human, financial, physical, and informational
 Performance
 Means of evaluating how effectively and efficiently
managers use resources to achieve objectives.
 Today often means “How” as well as “What”

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What Does It Take to Be a Successful Manager?
 Management Qualities (Survey of
Execs.)
 Integrity, industriousness, and the
ability to get along with people
 Management Skills
 Technical
 Human and communication (Teaming)
 Conceptual and decision-making skills
 “Systems Thinking” & “Critical
Thinking”
 The Ghiselli Study(6 Traits of Manager
Success – Inverse Order)
6) Initiative, 5)self-assurance,4)
decisiveness, 3) intelligence, 2) need for
occupational achievement, and 1)
supervisory ability
Exhibit 1–2
1–12
 There are three types of
managers.
1. First Line Manager
2. Middle Managers
3. Top Managers

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First line managers are those managers
working at the lowest level of management
and manage the work of non-managerial
individuals who are involved with the
production or creation of organization’s
products.
They are often called Supervisors, but may
also be called Line managers, Office
managers, or Foremen.
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Middle managers include all level of
management between the first line level
and the top level of the organization.
These managers manage the work of
first line managers and may have titles
such as Department Head, Project Head,
Plant managers, or Division Managers.

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Top managers are responsible for making
organization-wide decisions and establishing
the plans and goals that effect the entire
organization.
These individuals are called Executive vice
president, President or Managing Director,
Chief Operating Officer or Chief Executive
Officer or Chairman of the Board.
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Levels of Management
Top
Management
Conceptual skills

Middle Management
Human Skills

Supervisory Management
Technical skills

Non Management Employees

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Management Functions
Management Roles
Management Skills

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What Do Managers Do?
 Management Functions (Different Scope at job level)
 Planning
 Setting objectives and determining in advance exactly
(?) how the objectives will be met.
 Monitor for Change and Anticipate or React
 PDCA – Plan – Do – Check - Act
 Organizing
 Delegating and coordinating tasks and
allocating resources to achieve objectives.
 Leading
 Influencing employees to work
toward achieving objectives.
 Setting an Example (Shadow of the Leader)
 Controlling
 Establishing and implementing mechanisms to ensure
that objectives are achieved.

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1–20
Henri Fayol, a French Industrialist first proposed that all
managers perform five functions.
1. Planning
2. Organizing
3. Commanding / Leading
4. Controlling
Now a days these functions are condensed to four.

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Management function that
involves defining goals,
establishing strategies for
achieving those goals and
developing plans to integrate and
coordinate activities.
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Management function that
involves arranging and structuring
work to accomplish the
organization’s goals.

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Management function that
involves working with and
through other people to
organizational goals.

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Management function that
involves monitoring, comparing
and correcting work
performance.

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 As a management function, staffing, or human
resource management, is the one that deals with the
acquiring, training, appraising and compensation the
staff that work for a business.
 Effective staffing management is crucial to the
success of a business.
Without the right staff, a business or organization
may be unable to deal with any changes or anything
new in an efficient and successful manner.

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The Systems Relationship among the Management
Functions
Planning
Management
Functions

Controlling Organizing

Management
Skills

Leading
Exhibit 1–3
1–27
The term Management roles refers to specific actions or
behavior expected of a manager
Henry Mint berg's management roles: 10 Roles
Management roles refer to specific categories of managerial
behavior.
Management roles are grouped around:
 Interpersonal roles
 Informational roles
 Decisional roles

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Ten Roles Managers Play

Managers play various roles as necessary while performing their management

functions so as to achieve organizational objectives.

Exhibit 1–4
1–29
The interpersonal roles involve people
(subordinates and persons outside the
organization) and other duties that are
ceremonial and symbolic in nature.
The three interpersonal roles include
figurehead, leader and liaison.

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Figurehead Symbolic head, obliged to e.g. Greeting visitors,
(Front man, perform a number of routine signing legal documents.
Covering duties of a legal or social
person) nature.

Leader Responsible for the e.g. Performing virtually

motivation of subordinates, all activities that involve
responsible for staffing, subordinates .
training and associated
duties.

Liaison Maintains self-developed e.g. Acknowledging mails,

(A channel for network of outside contacts doing external board
communication and informers who provide work, performing other
between groups)
favors and information. activities that involve
outsiders.
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The informational roles involve
collecting, receiving and disseminating
information.
The three informational roles are
monitor, disseminator and spokesperson.

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Monitor Seeks and receives vide variety of e.g. Reading periodicals
internal and external information and reports, maintaining
to develop through understanding personal contacts.
of organization and environment.

Disseminator Transmits information received e.g. Holding informational

from outsiders or from meetings, making phone
subordinates to members of the calls to relay information.
organization.

Spokesperso Transmits information to e.g. Holding board

n outsiders on organization’s plans meetings, giving
policies actions, results etc. information to the media.

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The decisional roles revolve
around making decisions and
choices.
The four decisional roles are
entrepreneur, disturbance handler,
resource allocator and negotiator.

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Entrepreneur Searches organization and its
environment for
opportunities and initiates
“improvement projects” to
bring about changes.
Disturbance Responsible for corrective
Handler action when organization
faces important, unexpected
disturbances.
Resource Responsible for the
Allocator allocation of organizational
resources of all kinds-making
or approving all
organizational decisions.
Negotiator Responsible for representing
the organization at major
negotiations.
e.g. Organizing strategy and
review sessions to develop new
programs.
e.g. Organization strategy and
review sessions that involve
disturbances and crises.
e.g. Scheduling, requesting
authorization, performing any
activity that involves
budgeting and the
programming .
e.g. Participating in union
contract negotiations.
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1–37
Robert L. Katz concluded that
managers needed three essential
skills.
1. Technical Skills
2. Human Skills
3. Conceptual Skills

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Technical skills are the job specific
knowledge and techniques needed
to proficiently perform specific
tasks. It is normally required by
Lower-level managers.

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Human skills which involve the ability
to work well with other people both
individually and in a group. It is
normally required by Middle
managers.

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Conceptual skills are the skills that
managers use to think and to
conceptualize about abstract and
complex situations. Conceptual
skills are the need of Top managers.

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Skills Needed at Different Managerial Levels

Top
Management Conceptual
Skills

Middle Human
Management Skills

Technical
Lower- level
management
Skills

• Importance
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Other Management Skills
Delegating effectively (making sure work gets done
right )
Being an effective communicator
Thinking critically
Managing work load/ time
Identifying clear roles for employees
Creating an environment of openness, trust, and
challenge.

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Differences between Large and Small Businesses

Copyright © 2006 Thomson Business and Economics. All Exhibit 1–7

rights reserved. 1–44
Differences between Large and Small Businesses (cont’d)

ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC ORGANIZATIONS,

WITH FOCUS ON THEIR MISSION
Copyright © 2006 Thomson Business and Economics. All Exhibit 1–7 cont’d
rights reserved. 1–45
How the Manager’s Job is Changing
 In today’s world, managers are dealing
with changing workplaces, security
threats, ethical issues, global economic
and political uncertainties, and
technological advancement. These
changes are discussed here and how
they effecting the way the managers
plan, organize, lead and control.
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 New Workplace Issues and Challenges
Technology and Speed

Networking and
Boundaryless Globalization
Relationships and Diversity

Ethics and Knowledge,

Social Learning,
Responsibility Quality, and
Continuous
Improvement

Participative
Management, Knowledge
Empowerment, Management
and Teams
GENERATIONAL DIFFERENCES Change, Creativity, Innovation,
and Entrepreneurship

Copyright © 2006 Thomson Business and Economics. All

rights reserved. 1–47
How the Manager’s Job is Changing
Change Impact of Change
 Shifting organizational
boundaries
 Changing  Virtual workplace
Technology  More mobile workforce
(digitization)
 Flexible work arrangement
 Empowered employees
 Work life – personal life
insurance
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Conti…..
Change Impact of Change

 Risk management
 Restructured workplace
 Changing
the Security  Discrimination concerns
Threats  Globalization concerns
 Employee assistance
 Uncertainty over future
energy sources / Prices
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Conti…..
Change Impact of Change

 Increased
emphasis on  Redefined Values
Organizatio  Rebuilding Trust
nal and  Increased Accountability
Managerial
Ethics

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Conti…..
Change Impact of Change

 Customer services
 Increased  Innovation
Competitivene  Globalization
ss
 Efficiency /
Productivity

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Thank you.

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