Samenvatting Management, Global Edition, ISBN: 9781292340883 Management (MAN2)

MANAGEMENT
Fifteenth edition
Stepthen P. Robbins and Mary Coutler

Chapters 1 to 7 and 13 to 17

,Table of Contents
Chapter 1...................................................................................................................................................................2
Chapter 2...................................................................................................................................................................5
Chapter 3...................................................................................................................................................................9
Chapter 4.................................................................................................................................................................14
Chapter 5.................................................................................................................................................................18
Chapter 6.................................................................................................................................................................20
Chapter 7.................................................................................................................................................................23
Chapter 13...............................................................................................................................................................28
Chapter 14...............................................................................................................................................................32
Chapter 15...............................................................................................................................................................36
Chapter 16...............................................................................................................................................................41
Chapter 17...............................................................................................................................................................48




1

,CHAPTER 1
Manager: Someone who coordinates and oversees the work of other people so that
organisational goals can be accomplished.

Levels of management:

- Top managers
 Responsible for making organization-wide decisions and establishing the
strategy and goals that affect the entire organization.
 executive vice president, president, managing director, chief operating
officer, chief executive officer.
- Middle managers
 Mainly responsible for turning the organization’s strategy into actions
 Regional manager, store manager, division manager
- First-line Managers
 Manage the work of nonmanagerial employees.
 Supervisor, shift manager, district manager, department head, office
administrator.
- Nonmanagerial Employees
 Are typically involved with producing the organization’s products or
servicing the organization’s customers.

Organization: Deliberate arrangement of people to accomplish some specific
purpose.

Characteristics of organizations:

- Distinct purpose
 Typically expressed through goals the organization seeks to accomplish.
- People
 It takes people to preform the work that’s necessary for organizations to
achieve its goals.
- Deliberate structure
 all organization develop a deliberate structure within members do their
work.

Why are managers important?:

- Managerial skills and abilities are critical in getting things done.
 They create the work system and if thing are not getting done they find out
why and get it back on track.
- Organizations need their managerial skills and abilities in these uncertain,
complex and chaotic times.
 managers play an important role in identifying critical issues and crafting
responses

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, - The quality of the employee-supervisor relationship is the most important
variable in productivity and loyalty.

Management: Involves coordinating and overseeing the work activities of others so
their activities are completed efficiently and effectively.

Efficiency: Getting the most output for the least amount of inputs or resources.
 “Doing things right”

Effectiveness: Doing those work activities that will result in achieving goals.
 “Doing the right things”

What do managers do?:

- Functions (Fayol)
- Roles (Mintzberg)
- Skills (Katz)

Management functions:

- Planning
 Setting goals, establishing strategies and developing plans to coordinate
activities.
- Organizing
 Determining what needs to be done, how it will be done and who is to do it.
- Leading
 Motivating, leading and any other actions involved in dealing with people.
- Controlling
 Monitoring activities to ensure that they are accomplished as planned.

Management roles:

- Interpersonal roles
 Figurehead, leader, liaison.
- Informational roles
 Monitor, disseminator, spokesperson.
- Decisional roles
 Entrepreneur, disturbance handler, resource allocator, negotiator.

Management skills:

- Technical
 Job-specific knowledge and techniques to perform tasks.
- Human
 The ability to work well with other people.
- Conceptual
 Think and conceptualize about abstract and complex situations.


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