FUNDAMENTALS OF MANAGEMENT ,

FUNDAMENTALS OF MANAGEMENT,

10 TH

EDITION, GLOBAL EDITION

BY STEPHEN P. R OBBINS,

MARY COULTER, & DAVID A. D ECENZO

INSTRUCTOR MANUAL

BY:

VERONICA HORTON 1 / 4

CHAPTER 1

MANAGERS

AND

MANAGEMENT

LEARNING OUTCOMES

After reading this chapter, students should be able to:

1-1. Tell who managers are and where they work.1-2. Define management.1-3. Describe what managers do.1-4. Explain why it’s important to study management.1-5. Describe the factors that are reshaping and redefining management.

Management Myth

MYTH: Only those who want to be managers need to take a course in management.

TRUTH: Anyone who works in an organization—not just managers—can gain insight into how organizations work and the behaviors of their boss and coworkers by taking a course in management.

SUMMARY

Everyone seems to think they know what makes a good leader. They think it is common sense but you don’t have to be a manager, or aspire to be a manager, in order to gain something from a management course.

Teaching Tips:

Get students to give some examples of good managers. Ask if it matters if the manager is young or old, male or female? Is management necessary in non-profit organizations and small companies like it is in for-profit and large companies?

1-1 Copyright © 2017 Pearson Education, Ltd. 2 / 4

Chapter 1 – Managers and Management

I. WHO ARE MANAGERS, AND WHERE DO THEY WORK?

• Introduction
• Managers work in an organization.
• An organization is a deliberate arrangement of people brought together to accomplish

some specific purpose.

a) Your college or university is an organization. So is a football team and a sorority.

• What Three Characteristics Do All Organizations Share?
• Every organization has a purpose and is made up of people who are grouped in some

fashion.

a) See Exhibit 1-1.

b) This distinct purpose is typically expressed in terms of a goal or set of goals.

• Purposes or goals can only be achieved through people.
• All organizations develop a systematic structure that defines and limits the behavior

of its members.

a) Developing a structure may include creating rules and regulations, giving some

members supervisory control, forming teams, etc.

• How Are Managers Different from Nonmanagerial Employees?

1. Organizational members fit into two categories: nonmanagerial employees and

managers.

a) Nonmanagerial employees work directly on a job or task and have no oversight

on the responsibility of others.

b) Managers direct the activities of other people in the organization.

1) Customarily classified as top, middle, or first line, they supervise both nonmanagerial employees and lower-level managers.2) See Exhibit 1-2.3) Some managers also have nonmanagerial responsibilities themselves.

• The distinction between non-managers and managers is that managers have

employees who report directly to them.1-2 Copyright © 2017 Pearson Education, Ltd. 3 / 4

Chapter 1 – Managers and Management

• What Titles Do Managers Have?
• Top managers are responsible for making decisions about the direction of the

organization and establishing policies that affect all organizational members.

a) Top managers have titles including vice president, managing director, chief

operating officer, chancellor, etc.

• Middle managers represent levels of management between the first-line supervisor

and top management.

a) They manage other managers and possibly some nonmanagerial employees.

b) They are responsible for translating the goals set by top management into specific

details.

• First-line managers are usually called supervisors, shift managers, etc.

a) They are responsible for directing the day-to-day activities of nonmanagerial

employees.

• Team l eaders are responsible for managing and facilitating activities of a work team.

a) They typically report to a first-line manager.

II. WHAT IS MANAGEMENT?

• Management can be defined as the process of getting things done effectively and

efficiently, through and with other people.

a) The term “process” in the definition represents the primary activities managers

perform.

• Effectiveness and efficiency deal with what we are doing and how we are doing it.

From the Past to the Present The terms management or manager come from a number of sources. One source says that the word manager originated in 1588 to describe one who manages. The specific use of the word as “one who conducts a house of business or public institution” is said to have originated in 1705. Another source says that the origin (1555–1565) is from the word ‘maneggiare’, which meant “to handle or train horses,” and was a derivative of the word mano, which is from the Latin word for hand, manus . This origin arose from the way that horses were guided, controlled, or directed where to go—by using one’s hand.The words management and manager are more appropriate to the early twentieth century. Peter Drucker, the late management writer, studied and wrote about management for more than 50 years. The word ‘management’ was first popularized by Frederick Winslow Taylor. In 1911, Taylor’s book “ Principles of Scientific Management” was published. Its contents were widely embraced by managers around the world. The book described the theory of scientific management: the use of scientific methods to define the “one best way” for a job to be done. He spent more than two decades passionately pursuing the “one best way” for such jobs to be done. Based on his groundbreaking study of manual workers using scientific principles, Taylor became known as the “father” of scientific management. Some of these techniques like the analysis of basic work that must be performed and time-and-motion studies, are still used today.1-3 Copyright © 2017 Pearson Education, Ltd.

• / 4