Management

Fundamentals of
Management
Spephen P. Robbins
David A.Decenzo
Semester: VI
Academic year: 2015
CLASS POLICY
Mid-term test (individual)
40
Attendance
10
Mind map or presentation (group)
20
Two of five tests (individual)
20
Group-work
10
Contribution in class
(group/individual) 10
Total
100
About the course

Duration: 15 weeks
Mid-term: one week
Review: one week
Working: 13 weeks
About the course

Chapte
r1
Management introduction
1st week
Chapte Managing in a contemporary

world
r2
2nd week
About the course

Chapter 2
Cont
3rd week
Chapter 3
Planning
4th week
Chapter 3
5th week
Planning (cont)
About the course

Chapter 4
Decision making process
6th week
Chapter 5
Organization designs
7th week
Chapter 5
8th week
Organization designs (cont)
About the course

Mid-term
9th week
Chapter 6
Motivation
10th week
Chapter 6
11th week
Motivation (cont)
About the course

Chapter 11
leadership
12th week
Chapter 13
Controlling
13th week
Review
14th & 15th week
mind map or presentation
Managers and Management
Learning objectives
Define organization, managers and
management
Identify the difference b/w efficiency
and effectiveness
Identify the different managerial
functions and roles
Describe the basic types of
managerial skills
IS
WHAT
AN
ORGNIZATION?
What Is An Organization?
A structured group of people working
together to achieve specific goals
that individuals can not reach alone.
Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
1-11
Copyright 2008 Pearson Education Canada
Exhibit 1.5 Characteristics of Organizations
Distinct
Distinct
Purpose
Purpose
Deliberate
Deliberate
Structure
Structure
People
People
1-12
Operatives vs Managers
Operatives
Work directly on a job
or task and have no responsibility
for overseeing the work of others
Mana
gers
Indiv
i du a l
s in a
who d
n org
irect
aniza
the a
tion
ctivit
ies of
other
s
Who is manager?
Who is manager?
Someone who works with and
through other people by
coordinating their work activities
in order to accomplish
organizational goals
DISCUSSION
Do you think that effective
management is the key to an
organizations success?
Chapter 1, Stephen P. Robbins,

Mary Coulter, and Nancy Langton,
Fundamentals of Management,
Fifth Canadian Edition
Exhibit 1.1 Managerial Levels

Top
Top
Managers
Managers
Middle Managers
Managers
Middle
First-Line Managers
Managers
First-Line
Nonmanagerial
anagerial Em
Employees
ployees
Nonm
Chapter 1, Stephen P. Robbins, Mary
Coulter, and Nancy Langton, Fundamentals
of Management, Fifth Canadian Edition
1-19
Types of Managers
First-line Managers
Are at the lowest level of management and manage
the work of nonmanagerial employees
Middle Managers
Manage the work of first-line managers
Top Managers
Are responsible for making organization-wide
decisions and establishing plans and goals that
affect the entire organization
1-20
MGT
NT
E
M
E
G
MANA
MAN
AGE
MEN
T
What is management?
The process of getting
things done, effectively
and efficiently, through
and with other people.
1-22
What do you think about the

statement?
Doing the right thing

is more important
than doing the thing
right
Chapter 1, Stephen P. Robbins,
Mary Coulter, and Nancy Langton,
Fundamentals of Management,
Fifth Canadian Edition
How can you reach the top of

Fansipan Mountain?
What Is Management?
Efficiency
Doing things right
Getting the most output for the least input
Effectiveness
Doing the right things
Attaining organizational goals

1-27
Efficiency and Effectiveness

Ends
Effectiveness
Goals
Low
Waste
High
Attainment
Goal Attainment
Resource Usage
Means
Efficiency
FOM 1.9
Management process
PLANNING
ORGANIZIN
G
LEADING
CONTROLLI
NG
What Do Managers Do?

Planning
Defining goals, establishing strategies to achieve
goals, developing plans to integrate and
coordinate activities
Organizing
Arranging work to accomplish organizational goals
Leading
Working with and through people to accomplish
goals
Controlling
Monitoring, comparing,
and correcting the work
1-30
Exhibit 1.2 Management Functions

Planning
Organizing
Leading
Controlling
Lead to
Defining goals,Determining Directing and Monitoring

establishing what needs motivating all activities
Achieving the
strategy, and to be done, involved partiesto ensure
organization
s
developing
how it will
and resolving that they are
stated
subplans to be done, and conflicts
accomplished
purpose
coordinate
who is to do it
as planned
activities

1-31
Time per activity of managerial

level
Top
Top
Managers
Managers
Middle Managers
Managers
Middle
First-Line Managers
Managers
First-Line
Nonmanagerial
anagerial Em
Employees
ployees
Nonm
1-32
Distribution of Managers Time
What skills do successful managers

possess?
CONCEPTUAL
TECHNICAL
INTERPERSONAL
POLITICAL
Exhibit 1.4 Skills Needed at

Different Management Levels
Top
M anagers
Conceptual
Skills
M iddle
M anagers
Hum an
Skills
Technical
Skills
Low er-level
M anagers
Im portance
1-35
Mintzbergs
Managerial Roles
Interpersonal
Informational
Decisional
What Do Managers Do? (contd)

Mintzbergs Management Roles Approach
(Exhibit 1.5)
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource
allocator, negotiator
1-37
Why Study Management?

The Value of Studying Management
The universality of management
Good management is needed in all organizations
The reality of work

Employees either manage or are managed
Self-employment
Management is also important in running your
own business
1-38
Group-work
Give an example which you
can apply the management
process

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Fundamentals of

About the course

About the course

Chapte Managing in a contemporary

About the course

About the course

Decision making process

Organization designs (cont)

About the course

About the course

mind map or presentation

Managers and Management

Exhibit 1.5 Characteristics of Organizations

Chapter 1, Stephen P. Robbins,

Exhibit 1.1 Managerial Levels

What do you think about the

Doing the right thing

How can you reach the top of

Chapter 1, Stephen P. Robbins, Mary

Efficiency and Effectiveness

What Do Managers Do?

Exhibit 1.2 Management Functions

Defining goals,Determining Directing and Monitoring

Chapter 1, Stephen P. Robbins, Mary

Time per activity of managerial

Distribution of Managers Time

What skills do successful managers

Exhibit 1.4 Skills Needed at

What Do Managers Do? (contd)

Why Study Management?

The reality of work

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