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Summary Fundamentals of Management Robbins
Fundamentals of Management Robbins | SBM
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Fundamentals of management | SUMMARYChapter 1 | Managers and Management
1.1 Who are managers and where do they work?
All managers share on common element: they work in an organizational setting.
Organization is a systematic arrangement of people brought together to accomplish some
specific purpose. Organizations share three characteristics: goals, people and structure. The
organization can be divided in non-managerial employees (people who work directly on a
job or task and have no responsibility for overseeing the work of others) and managers
(individuals in an organization who direct the activities of others). Managers help others and
coordinate work activities. Top managers are individuals responsible for making decision
about the direction of the organization and establishing policies that affect all organizational
members. Middle managers are individuals who are typically responsible for translating
goals set by top managers into specific details that lower-level managers will see get done.
First-line managers are supervisors responsible for directing the day-to-day activities of
non-managerial employees. team leaders are individuals responsible for managing and
facilitating the activities of a work team. Scientific management is the use of scientific
methods to define one best way for a job to be done.
1.2 What is management?
Management is the process of getting this done, effectively (doing things right) and
efficiently (doing the right things), through and with other people.
1.3 Ways to look at what managers do
Two theories about describing what managers do:
Henri Fayol first established 5 management functions: plan, organize, command, coordinate,
and control (POCCC). Today, these have been condensed to the four functions approach
(POLC):
- Planning: defining goals, establishing strategy, and developing sub-plans to
coordinate activities
- Organizing: determining what needs to be done and who is to do it
- Leading: directing and coordinating the work activities of an organization’s people
- Controlling: monitoring activities to ensure that they are accomplished as planned
,Henry Mintzberg defined managers based on three managerial roles (roles example, think
about what different roles you play, daughter, students, roommate etc):
- Interpersonal roles (ceremonial and symbolic): figurehead, leader, liaison
- Informational roles (collecting, receiving, disseminating information): monitor,
disseminator, spokesperson
- Decisional roles: entrepreneur, disturbance handler, resource allocator, negotiator
Robert Katz suggested four critical management skills:
- Conceptual skills: A manager’s ability to analyse and diagnose complex situations
- Interpersonal skills: A manager’s ability to work with, understand, mentor, and
motivate others, both individually and in groups.
- Technical skills: job specific knowledge and techniques needed to perform work
tasks.
- Political skills: a manager’s ability to build a power base and establish the right
connections.
Is the manager’s job universal?
As managers move up the organization they perform less planning direct overseeing and to
more planning. The amount of time they give to each managerial activity differs. Non-profit
and profit managers do the same tasks, however, performance measurement differs. A
small business is an independent business having fewer than 500 employees that doesn’t
necessarily engage in any new or innovative practices and has relatively little impact on its
industry. The following exhibit shows the difference of management in small (externally) and
large (internally) organizations.
Management concept differ between countries with different economic, political, social, or
cultural environments.
,1.4 Why study management?
First, understanding of management offers insights into many organization aspects.
The second reason is that everyone will either manage, or be managed. Knowledge about
management can be the base of your management skills, or help you understand managers
and organizations.
1.5 What factors are reshaping and redefining management?
Four specific changes that are increasingly important to organizations and managers are:
customers, innovation, social media and sustainability.
- Customers: it has been long though that customers where the marketer’s
responsibility. However, managers are recognizing that delivering customer service is
essential for survival and success and employees are an important part of that
equation.
- Innovation: innovation means doing things differently, exploring new territory, and
taking risks. It is critical in today’s challenging environment to know when, where,
what, how and why to innovate.
- Social media: social media is a form of electronic communication through which
users create online communities to share ideas, information, personal messages, and
other content. Managers need to understand and manage the power and peril of
social media.
- Sustainability: sustainability is a company’s ability to achieve its business goals and
increase long-term shareholder value by integrating economic, environmental, and
social opportunities into its business strategies.
Relationships between employees and managers (employee engagement) is the largest
factor in employee satisfaction (when employees are connected to, satisfied with, and
enthusiastic about their jobs)
, Chapter 11 | Motivating and rewarding Employees.
11.1 What is motivation
The value in companies comes from the employees who are motivated to be there. In order
for managers to motivate their employees, they need to understand what motivation is.
Individuals differ in motivational drive. Motivation refers to the process by which a person’s
efforts are energized (1), directed (2) and sustained (3) towards attaining a goal.
(1) Energy, is a measure of intensity or drive. However, quality should be watched.
(2) Direction, efforts should be channelled in a direction and be consistent with
organizational goals
(3) Persistence in putting fort the effort to achieve the organizational goals.
11.2 4 Early theories of motivation
1. Maslows Hierachy of Needs Theory: There is a hierarchy of five human needs:
physiological, safety, social, esteem, self-actualization. Important to note is that lower
needs are mainly satisfied by external sources, whereas higher needs are mainly
satisfied internally. Managers to things in order to satisfy employees’ needs.
However, satisfied needs are no longer motivating.
2. McGregors Theory X and Theory Y: Theory X is a negative view on people and
assumes employees dislike work and responsibility. Theory Y is the assumption that
employees are creative, enjoy work and can exercise self-direction. Theory Y should
be used to maximize motivation.
3. Herzberg’s Two Factor Theory (motivation-hygiene theory): intrinsic factors are
related to job satisfaction and motivation, whereas extrinsic factors are association
with job dissatisfaction (often seen as too simplistic). Hygiene factors eliminate job
dissatisfaction but don’t motivate. Motivators increase job satisfaction and
motivation. Herzberg concluded that the opposite of satisfaction is nog dissatisfaction,
but no satisfaction.
4. McClelland’s Three Needs Theory: Three needs are major motivators in the
workingfield:
• Needs for achievement (nAch): the drive to succeed and excel in relation to a
set of standards
• Need for power (nPow): the need to make others behave in a way that they
would not have behaved otherwise
• Need for affiliation (nAff): the desire for friendly and close interpersonal
relationships.
People with nAch prefer jobs that offer responsibility, receiving feedback in order to
improve, moderately challenging goals. The best managers tend to be high in nPow
and low in nAff. Refering to Kahoot: Rewards are not motivation for complicated job,
because only what is messurable gets done.
11.3 How do the contemporary theories explain motivation?
What is goal setting theory?
The proposition that specific goals increase performance and that difficult goals, when
accepted, result in higher performance than do easy goals. Also challenge and feedback
increase performance. What does goal setting theory tell us?
- Working toward a goal is a major source of job motivation
- Participation in goal setting is preferable when employees might resist accepting
difficult challenges
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