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NEW YORK INSTITUTE OF TECHNOLOGY

SCHOOL OF MANAGEMENT

MGMT 605

ORGANIZATIONAL DEVELOPMENT AND BEHAVIORAL FACTORS

DR. STEPHEN W. HARTMAN

MBA PROGRAM

NO PREREQUISITES

3 CREDITS

FALL, 2005

Vancouver, CAN

OLD WESTBURY OFFICE TEL.: (516) 686-7972 O.W.

Reference Web Site http://members.aol.com/shart62475

Course Web Site http://iris.nyit.edu/~shartman

INTRODUCTIONThis graduate seminar presents a review of organizational theory and the dynamics of the participation of management and employees in modern organizations. It deals with the areas of authority and power, decision making, communication, interpersonal relations, organizational change, and conflict resolution. Special consideration is given to group participation in terms of its contribution to the process of problem solving and decision making. Human values, motivation, and morale are also reviewed particularly

http://iris.nyit.edu/~shartman

http://members.aol.com/shartman62475

as they relate to the influences of supervision and productivity expectations.

COURSE OBJECTIVES1) Provide the student with an appreciation of organizational behavior, and see its emergence as a research field.

2) Broaden the understanding of basic theories of human development and interaction within the organization.

3) Develop a deeper understanding of the administrative processes of an organization by systematically analyzing its subsystems.

4) Study the understanding of the organization and operation of small groups and assess their impact on the superordinate organization.

5) Increase the "Human Skills" of the student which are so necessary in the modern organization.

COURSE PROCEDURE

This seminar will be an interactive process providing exposure to lectures, case studies, discussions and research. The students are expected to have done all of the readings and course related work prior to the actual class session. Failure to do the readings and related work prevents the student from adequately participating in the classroom discussions and thus detracts from the overall quality of the seminar. Please do your part!

DAILY ARTICLESAs graduate MBA students in this course it is expected that each student will at least read the Wall Street Journal. While it is impossible to keep up with everything, students should at least be aware of the major developments of the day. Consistent with this philosophy students are asked to cut out and bring to class one business article from the business press each class session along with a brief summary of the article. Prepare to be called on to discuss the contents of the article with the class. READ YOUR BUSINESS PUBLICATIONS!

REQUIRED READINGS

Luthans, Fred, Organizational Behavior, 10th ed. (New York: McGraw-Hill, Inc., 2004). ISBN 0-07-287387-6.

EXAMINATIONS

2

There will be two multiple choice and true and false type examinations based upon the readings in the text and lecture material.

GRADE WEIGHTING

Examination #1 30%Examination #2 30%Term Paper 30%

Class Participation (Articles) 10%

GRADING90-100 = A86-89 = B+80-85 = B76-79 = C+70-75 = C0-69 = F

ATTENDANCE

If you stay current in your readings, get the notes, and do the assignments, isolated absences should not, in general, have any adverse effects. However, more than three absences may force your withdrawal.

Please exchange phone numbers with those sitting around you. Please do not call to notify me of your absence unless you have an unusual problem. Your absence will be obvious. If you do miss a class, stay current by calling one of your classmates and get the notes etc.

A B AVERAGE IS A PASSING GRADE

IN ALL GRADUATE COURSES.

MAKEUP EXAMINATIONS ARE NOT GIVEN.

STUDENTS WHO DO NOT PASS AT

LEAST ONE EXAMINATION WILL NOT PASS THE COURSE!

3

READING ASSIGNMENTS

WEEK TOPICS AND CASE STUDIES CHAPTER12/08/05

Luthans, Organizational Behavior, Chapter 1, "Introduction to Organizational Behavior." Introduction to the subject and detailing of the challenges twenty-first century organizations face. Research methodology will be explored. Chapter 2, "Environmental Context: Information Technology and Globalization.” This chapter examines the role that information technology plays in today’s organizations and discussed the impact of globalization as an environmental context for organizational behavior.

1, 2

12/09/05Luthans, Organizational Behavior, Chapter 3, "Environmental Context: Diversity and Ethics.” Discusses the topic of diversity and examines the meaning of ethics and the major factors of ethical behavior. Chapter 4, "Organizational Context: Design and Culture", and Chapter 5, "Organizational Context: Reward Systems." Chapter 4 discusses the modern organization theories of open systems and information processing, discusses organizational design and culture while Chapter 5 discusses the topic of compensation systems for motivating employees.

3, 4 & 5

12/10/05 Luthans, Organizational Behavior, Chapter 6, "Perception and Attribution." This chapter discusses the perceptual process and perceptual errors including attribution. Chapter 7, "Personality and Attitudes.” Here we discuss personality and its interrelationship with emotions, attitudes, and job satisfaction.

6, 7

12/12/05Luthans, Organizational Behavior, Chapter 8, "Motivational Needs and Processes." This chapter discusses the critical topic of motivation, needs, equity and justice theories. Chapter 9, “Positive Organizational Behavior”, discusses the positive psychology movement, emotional intelligence, theory and research, and

8, 9

12/13/05Luthans, Organizational Behavior, Chapter 10, "Communication,” Chester Barnard, nonverbal, interpersonal, downward, upward and interactive communication. Chapter 11, "Decision making." Models of decision making, the process of creativity, group decision

10, 11

4

making and the Delphi technique. 12/14/05 Chapter 12, "Stress and Conflict." The causes of stress,

emergence of stress, effects of stress and intraindividual conflict. Chapter 13, "Power and Politics." What is power? Classifications of power, empowerment, and political implications.

12, 13

12/15/05Luthans, Organizational Behavior, Chapter 14, "Groups and Teams," nature of groups, informal group dynamics, dysfunctional characteristics of groups, and Chapter 15, “Managing and Leading for High Performance.” Job design, job enrichment, quality of work life and goal setting.

14, 15

12/16/05Luthans, Organizational Behavior, Chapter 16, “Behavioral Performance management,” discusses the theoretical processes of learning, reinforcement and organizational reward systems, and Chapter 17, “Effective Leadership Processes.” Historical review of leadership studies, traditional and modern theoretical processes of leadership.

16, 17

12/17/05 TERM PAPER IS DUE. ALL LATE PAPERS ARE REDUCED BY AT LEAST ONE FULL LETTER GRADE!!

12/20/05 Final Examination. The final examination shall consist of 50 multiple choice questions covering chapters 1-15.

REFERENCE

Dictionary of Business Terms, Third Edition (New York: Barrons Educational Series, Inc., 2000). ISBN 0-7641-1200-7.

Dictionary of International Business Terms, 3rd edition (New York: Barron's Educational Series, Inc., 2004). ISBN 0-7641-2445-5.

Kate L. Turabian, A Manual for Writers of Term Papers, Theses and Dissertations (Chicago: The University of Chicago Press).

The Vest-Pocket MBA, 3rd Edition. NY: Penguin Group. 2004. ISBN: 1-59184-051-1.

BIBLIOGRAPHY

Argyris, Chris. Personality and Organization. New York: Harper Torch Books, 1957.

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Argyris, Chris & D. A. Schon. Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley Publishing Co., 1977.

Bennis, Warren. On Becoming a Leader. Reading, MA: Addison-Wesley Publishing Co., 1989.

Cascio, Wayne F. Managing Human Resources. NY: McGraw-Hill Book Company, 1986.

Fayol, Henri. General and Industrial Management, Constance Storrs (trans.). London, England: Pitman, 1949.

Fiedler, Fred E. A Theory of Leadership Effectiveness. New York: McGraw-Hill, 1967.

Friedman, Thomas, Up the Ladder: Coping with the Corporate Climb. NY: Warner Books, 1986.

Hersey, Paul and Blanchard, Kenneth H. Management of Organizational Behavior, 4th ed. Englewood Cliffs, NJ: Prentice-Hall, 1982.

Lawler, Ed, Motivation in Work Organizations. Monterey, CA: Brooks/Cole Publishers, 1973)

Likert, Rensis. The Human Organization. NY: McGraw-Hill, 1967. Lodge, George C., The American Disease. NY: New York University Press, 1986. Maslow, Abraham H., Motivation and Personality. New York: Harper & Row, 1970.

Mintzberg, Henry. The Nature of Managerial Work. NY: Harper & Row, 1973. Organization theory: from Chester Barnard to the present and beyond. New York

Oxford University Press, 1990. 89-38918: Rosen, Robert H. The Healthy Company. New York: Jeremy P. Tarcher / Perigee

Books published by The Putnam Publishing Group, 1991.Thompson, Victor A., Modern Organization: A General Theory. NY: Alfred Knopf

Inc., 1961.

LIBRARY OF CONGRESS CHRONOLOGICAL BIBLIOGRAPHY

96-76231:Glanz, Barbara A. Care packages for the workplace. New York, McGraw-Hill, c1996. xvii, 222 p, ill., 21 cm. LC CALL NUMBER: HD58.7 .G456 1996

96-41340:Krause, Thomas R. The behavior-based safety process. New York, Van Nostrand Reinhold, 1996. p. cm.

96-35434:Schermerhorn, John R. Organizational behavior /. New York, Wiley 1997. p. cm.

96-34148:Simon, Herbert Alexander. Administrative behavior. New York, Free Press, 1997. p. cm.

96-33593:Pfeffer, Jeffrey. New directions for organization theory. New York, Oxford University Press, 1997. p. cm.

96-32428:DeCenzo, David A. Human relations. Upper Saddle River, N.J, Prentice Hall, 1996. p. cm.

96-29435:Greenberg, Jerald. Behavior in organizations. Upper Saddle River, NJ, Prentice Hall, 1996. p. cm.

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96-29422:Experiences in management and organizational behavior /. New York, John Wiley, 1997. p. cm.

96-26881:Bowditch, James L. A primer on organizational behavior /. New York, John Wiley, 1997. p. cm.

96-26326:Lane, Henry W. International management behavior. Cambridge, Mass, Blackwell Publishers, 1996. p. cm.

96-23664:Dettmer, H. William. Goldratt's theory of constraints. Milwaukee, WI, ASQC Quality Press, 1996. p. cm.

96-22372:Gibson, James L. Organizations. Chicago, Ill, Irwin, 1997. p. cm. 96-21277:Robbins, Stephen P. Essentials of organizational behavior /. Upper Saddle River, NJ, Prentice Hall, 1996. p. cm.

96-20954:Czarniawska-Joerges, Barbara. Narrating the organization. Chicago, University of Chicago Press, 1997. p. cm.

96-20143:Muchinsky, Paul M. Psychology applied to work /. Pacific Grove, CA, Brooks/Cole Pub, 1996. p. cm.

96-19520:Adler, Nancy J. International dimensions of organizational behavior /. Cincinnati, Ohio, South-Western College Pub, 1996. p. cm.

96-14671:Flood, Robert L. Diversity management. New York, J. Wiley, 1996. p. cm.

96-13519:Hodgkinson, Christopher. Administrative philosophy. New York, Pergamon, 1996. p. cm.

96-10136:Orru, Marco. The economic organization of East Asian capitalism/. Thousand Oaks, Calif, Sage Publications, c1996. p. cm.

96-8382:Eitington, Julius E. The winning trainer. Houston, Tex, Gulf Publishing, 1996. p. cm.

96-7942:DuBrin, Andrew J. Human relations. Upper Saddle River, N.J, Prentice Hall, 1997. p. cm.

96-4525. Cognition within and between organizations /. Thousand Oaks, Calif, Sage Publications, c1996. xxiii, 528 p, ill., 24 cm. LC CALL NUMBER: HD58.8 .C62 1996

96-2586. Individual differences and behavior in organizations /. San Francisco, Jossey-Bass Publishers, c1996. xxvi, 606 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .I529 1996

96-1155:Hersey, Paul. Management of organizational behavior. Upper Saddle River, N.J, Prentice Hall, c1996. xxv, 627 p, ill., 23 cm. LC CALL NUMBER: HD58.7 .H47 1996

96-566:Stacey, Ralph D. Complexity and creativity in organizations /. San Francisco, Berrett-Koehler Publishers, c1996. xiii, 312 p, ill, 24 cm LC CALL NUMBER: HD58.7 .S73 1996

95-910548. The Sociology of formal organizations /. Bombay New York, Oxford University Press, 1995. x, 399 p, ill., 22 cm. LC CALL NUMBER: HM131 .S61754 1995

95-236649:Rosenfeld, Paul. Impression management in organizations. London ; New York, Routledge, 1995. xii, 219 p., 22 cm. LC CALL NUMBER:

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HF5548.8 .R655 199595-192625:Fincham, Robin. The individual, work, and organization. Oxford New

York, Oxford University Press, 1994. xv, 488 p, ill., 24 cm. LC CALL NUMBER: HF5548.8 .F46 1994

95-186090. Organizational politics. Wiesbaden, Gabler, 1993. xii, 182 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .O738 1993

95-179513:Wohlberg, Janet W. OB in action. Boston, Houghton Mifflin, c1995. xiii, 379 p, ill., 28 cm. LC CALL NUMBER: HD58.7 .W64 1995

95-171486:Liuhto, Kari. Creating new managerial concept to replace management Sovieticus. Turku, Turku School of Economics and Business Administration, Business Research Center and Institute for East-West Trade, 1993. 83 p., 25 cm. LC CALL NUMBER: HD70.C6 L58 1993

95-167170:Bush, Tony. Theories of educational management /. London, P. Chapman Pub, c1995. ix, 164 p, ill., 23 cm. LC CALL NUMBER: LB2900.5 .B89 1995

95-157593:Aegean Seminar. A challenge for systems thinking /. Athens, University of the Aegean Press, c1993. x, 388 p., 25 cm. LC CALL NUMBER: HM131 .A319 1993

95-155132. Psychological dimensions of organizational behavior /. Englewood Cliffs, N.J, Prentice Hall, c1995. xi, 516 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .P758 1995

95-108009:Thurbin, Patrick J. Implementing the learning organisation. London, Financial Times, Pitman Pub, 1994. viii, 248 p, ill., 24 cm. LC CALL NUMBER: HD58.8 .T495 1994

95-78700:Smith, Charles E. The Merlin factor. McLean, Va, Kairos Productions, c1995. viii, 146 p., 23 cm. LC CALL NUMBER: HD58.7 .S63 1995

95-68357:Hodgetts, Richard M. Modern human relations at work /. Fort Worth, Dryden Press, c1996. xviii, 539 p, ill., 25 cm. LC CALL NUMBER: HF5549 .H519 1996

95-50213:Jones, Michael Owen. Studying organizational symbolism. Thousand Oaks, Calif, Sage Publications, c1996. viii, 73 p., 22 cm. LC CALL NUMBER: HD58.7 .J623 1996

95-45050:Hardy, Robert Earl. The self-defeating organization. Reading, Mass, Addison-Wesley Pub. Co, c1996. x, 313 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .H36917 1995

95-44786. When love is not enough. New York, Haworth Press, c1995. 105 p., 22 cm. LC CALL NUMBER: RJ504.5 .W46 1995

95-44345. Entrepreneurs, entrepreneurship and enterprising culture /. Singapore Reading, Mass, Addison-Wesley Pub. Co, c1996. xix, 474 p, ill. , 24 cm. LC CALL NUMBER: HD62.7 .E569 1996

95-41693:Weiss, Joseph W. Organizational behavior and change. Minneapolis/St. Paul, West Pub. Co, c1996. xxi, 418 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .W34 1996

95-39858:Vaughan, Diane. The Challenger launch decision. Chicago, University

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of Chicago Press, 1996. xv, 575 p, ill., 24 cm. LC CALL NUMBER: TL867 .C467 1996

95-39382:Hanson, Daniel S. A place to shine. Boston, Butterworth-Heinemann, c1996. xxvii, 211 p, ill., 24 cm. LC CALL NUMBER: HF5549.5.J63 H28 1996

95-37720:Schermerhorn, John R. Management and organizational behavior essentials /. New York, John Wiley, c1996. xviii, 321 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .S339 1996

95-36769. Becomimg a master manager. New York, John Wiley & Sons, c1996. xvii, 411 p, ill., 23 cm. LC CALL NUMBER: HD57.7 .B43 1996

95-35972:Kleinman, Sherryl. Opposing ambitions. Chicago, University of Chicago Press, 1996. viii, 152 p., 22 cm. LC CALL NUMBER: HD58.7 .K564 1996

95-34536:Sampson, Anthony. Company man. New York, Times Business, Random House, c1995. xiv, 353 p., 25 cm. LC CALL NUMBER: HD58.7 .S258 1995

95-34232. The dynamics of Japanese organizations /. London New York, Routledge, 1996. p. cm.

95-33952:Pfeiffer, Raymond S. Why blame the organization?. Lanham, Md, Littlefield Adams Books, c1995. p. cm.

95-33582:Oshry, Barry. Seeing systems. San Francisco, Berrett-Koehler, c1995. xix, 208 p, ill., 24 cm. LC CALL NUMBER: HM131 .O82 1995

95-30865:Guastello, Stephen J. Chaos, catastrophe, and human affairs. Mahwah, N.J, Lawrence Erlbaum Associates, 1995. x, 439 p, ill., 24 cm. LC CALL NUMBER: HF5548.8 .G8 1995

95-26126:Greenberg, Jerald. Managing behavior in organizations. Upper Saddle River, N.J, Prentice Hall, c1996. xiii, 370 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .G7176 1996

95-22780. The logic of organizational disorder /. Berlin New York, W. de Gruyter, 1996. ix, 205 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .L63 1996

95-20967. Trust in organizations. Thousand Oaks, Calif, Sage Publications, c1996. ix, 429 p, ill., 24 cm. LC CALL NUMBER: HM131 .T715 1996

95-20745:Briles, Judith. Gendertraps. New York, McGraw-Hill, c1996. xviii, 277 p., 24 cm. LC CALL NUMBER: HF5386.5 .B75 1996

95-18087. Classic readings in organizational behavior /. Belmont, Wadsworth Pub. Co, c1996. xviii, 519 p, ill., 23 cm. LC CALL NUMBER: HD58.7 .C52 1996

95-17943:George, Jennifer M. Understanding and managing organizational behavior /. Reading, Mass, Addison-Wesley Pub, c1996. xxxvi, 696 p, ill., 1 map, 29 cm. LC CALL NUMBER: HD58.7 .G463 1996

95-17938:Beehr, Terry A. Basic organizational psychology /. Boston, Allyn and Bacon, 1996. x, 246 p, ill., 23 cm. LC CALL NUMBER: HF5548.8 .B365 1996

95-16384:Brion, John M. Leadership of organizations. Greenwich, Conn,JAI Press, 1995. p. cm.

95-14431:Shani, Abraham B. Behavior in organizations. Chicago, Ill, Irwin, c1996. 1 v. (various pagings), ill., 28 cm. LC CALL NUMBER: HD58.7 .L37 1996

95-12638:Ivancevich, John M. Organizational behavior and management /.

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Chicago, Irwin, 1996. xxi, 714 p, col. ill., 26 cm. LC CALL NUMBER: HD58.7 .I89 1996

95-12506:Wright, Peter L. Managerial leadership /. New York, Routledge, 1995. p. cm.

95-11971:DuBrin, Andrew J. Human relations for career and personal success /. Englewood Cliffs, N.J., Prentice Hall, c1996. xvii, 459 p, ill., 27 cm. LC CALL NUMBER: HF5386 .D768 199695-11730:Rousseau, Denise M. Psychological contracts in organizations. Thousand Oaks, SAGE Publications, c1995. xv, 242 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .R68 1995

95-11579:Carlson, Robert V. Reframing & reform. White Plains, N.Y, Longman Publishers USA, c1996. xv, 343 p, ill., 24 cm. LC CALL NUMBER: LB2805 .C268 1996

95-11265:Harriman, Ann. Women/men/management /. Westport, Conn, Praeger, 1996. x, 260 p, ill., 24 cm. LC CALL NUMBER: HD6060.5.U5 H37 1996

95-10667:Kofodimos, Joan R. Beyond work-family programs. Greensboro, N.C, Center for Creative Leadership, c1995. xi, 58 p., 26 cm. LC CALL NUMBER: HD4904.25 .K64 1995

95-7700. Organizational politics, justice, and support. Westport, Conn, Quorum Books, 1995. viii, 240 p, ill., 24 cm. LC CALL NUMBER: HD58.7 .O739 1995

95-7425. Power and politics in organizations /. Aldershot, Hants, England Brookfield, Vt., USA, Dartmouth, c1995. xxv, 529 p, ill., 25 cm. LC CALL NUMBER: HD58.7 .P68 1995

95-6952:Chaleff, Ira. The courageous follower. San Francisco, Berrett-Koehler Publishers, c1995. xviii, 194 p., 24 cm. LC CALL NUMBER: HM131 .C65 1995

95-5490. The Blackwell encyclopedic dictionary of organizational behavior /. Cambridge, Mass, Blackwell Publishers, 1995. p. cm.

95-4180:Lussier, Robert N. Human relations in organizations. Chicago, Irwin, c1996. xv, 560 p, ill., 28 cm. LC CALL NUMBER: HD58.7 .L86 1996

95-1425:Psychology and policing /. Hillsdale, N.J, Lawrence Erlbaum Associates, 1995. xii, 440 p, ill., 24 cm. LC CALL NUMBER: HV7936.P75 P78 1995

95-1076:Walton, Michael. Management on and off the ward /. Cambridge, Mass, Blackwell Science, 1995. xviii, 283 p, ill., 24 cm. LC CALL NUMBER: RT86.7 .W35 1995

SCHOLARLY MANAGEMENT JOURNALS

Academy of Management JournalAcademy of Management ReviewAdministrative Science Quarterly

Decision Sciences

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Group and Organization StudiesIndustrial Relations

International Studies of Management and OrganizationJournal of Business

Journal of Business CommunicationJournal of Business and Psychology

Journal of Business ResearchJournal of Management

Journal of Management StudiesJournal of Occupational Behavior

Journal of Occupational PsychologyJournal of Organizational Behavior Management

Management ScienceOrganizational Behavior and Human Decision Processes

Personnel ManagementPersonnel Psychology

Public Administration Review

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RESEARCH PROJECT

WHAT DO MANAGERS DO?

INTERVIEWING QUESTIONNAIRE

At least three different managers, preferably from three different organizations, should be interviewed for the purpose of this paper. The managers should have positions of as great authority as possible. Describe in the paper what their positions are, what their responses are to the questionnaire, how the three different managers compare in terms of their respective responses, and what you learned from doing the exercise. These papers will be discussed in class. ALL PAPERS SHALL BE TYPED!

Based on research managers have been shown to perform at least ten roles. Not every manager performs every role; not every role is equally important in each manager's job. There may be things managers do that are not included on this list. Indeed, there is an "Other" category for including those things which are not found in this exercise.

The object of this assignment is to provide an experience in which you can collect some information on what contributions managers make to achieving organizational goals. For purposes of this study, a manager is anyone whose job consists primarily of supervising other people in organizations.

Since so many of our students are using word processing to prepare their research papers, I strongly recommend students use the spelling checker option to reduce the number of spelling and typographical errors and the use of a Grammar Checker to check the grammar of all written work. GRAMMAR AND SPELLING WILL BE A FACTOR IN THE GRADE FOR ALL PAPERS!

INSTRUCTIONS

1. Find three managers and conduct the interviews, using the attached form as a guide. Obtain numerical answers, using the scale provided, for all of the questions, and place their answers in the suggested summary sheet at the end of this outline. Determine:

a. Which are the most important roles-those which contribute to effective performance on the job?

b. Which are the most time-consuming?c. Ask the manager to give an example of the role in question.

2. Discuss the results with the manager. Ask: Were there any roles that you had expected to be more (or less) important before the interview? Were there any roles where the time consumed seemed disproportionate to the importance of the role?

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3. Take notes on the interview and bring them with you to class for reference in the class discussion when the project is considered.

4. You do not need to supply the name of the manager interviewed. We are only interested in developing a sample of managerial views of their job. The responses will be anonymous, and you should treat the interview as a confidential communication.

The ten roles and the typical activities involved in them are listed below, together with a space for you to list items that may be important but not provided for. For each role, enter the appropriate numbers based upon the following scale.

For the category "Importance", enter a number reflecting how important the role is to effective job performance for the manager. The scale of values for this category are: 1 = of no importance; 2 = of minimal importance; 3 = of some importance; 4 = of considerable importance; 5 = of very high importance.

The next category, "Time", describes how time-consuming the role is for the manager. The scale values for this category are: 1 = no time consumed; 2 = minimal time consumed; 3 = some time consumed; 4 = considerable time consumed; 5 = a very high amount of time consumed.

Finally, in the category "Example" briefly note an example of the job duties performed in fulfilling this role. Complete each of these categories for the three managers even if examples are difficult.

1. Acts as legal and symbolic head; performs obligatory social, ceremonial, or legal duties (retirement dinner, luncheon for employees, plant dedication, annual dinner dance, civic affairs, signs contract on behalf of firm etc.)

Importance ______ Time ______ Example ______________________

_________________________________________________________________

2. Motivates, develops, and guides subordinates; staffing, training, and associated duties (management by objectives, provides challenging assignments, develops people, selects personnel, encourages subordinates, trains new employees)


_________________________________________________________________

3. Maintains a network of contacts and information sources outside own group to obtain information and assistance (attends staff meetings, takes customer to lunch, attends professional meetings, meets with manager of department X, keeps abreast of

13

upcoming design changes etc.).


_________________________________________________________________

4. Seeks and obtains information to understand organization and environment. Acts as nerve center for organization (charts work flow, work-place meetings, audits expense control statements, reviews exception reports, reviews quotations, meets with production control)


_________________________________________________________________

5. Transmits information to subordinates within own organizational area of responsibility (workplace meetings, disseminates results of meetings, transmits policy letters, briefs subordinates, sends out copies of information, posts schedules and forecasts).


_________________________________________________________________

6. Transmits information to persons outside of organizational area of responsibility (works with product committee, prepares weekly status reports, participates in meetings, deals with customer's coordinator, field sales).


_________________________________________________________________

7. Searches organization and its environment for "improvement projects" to change products, processes, procedures, and organization. Supervises design and implementation of change projects as well (cost reduction program, plant trip to X Division, changes forecasting system, brings in subcontract work to level work load, reorganizes department.Importance ______ Time ______ Example ______________________

_________________________________________________________________

8. Takes corrective action in time of disturbance or crisis (handles union grievances, negotiates sales problems, redistributes work during "crash programs," handles customer complaints, resolves personal conflicts, assigns engineers to problem jobs).

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_________________________________________________________________

9. Allocates organizational resources by making or approving decisions. Scheduling, budgeting, planning, programming of subordinate's work, etc. (budgeting, program scheduling, assigns personnel, strategic planning, plans manpower load, sets objectives).


_________________________________________________________________

10. Represents organization in negotiating of sales, labor, or other agreements. Represents department or group negotiating with other functions within the organization (negotiates with suppliers, assists in quoting on new work, negotiates with union, hires, resolves jurisdictional dispute with department X, negotiates sales contract)


_________________________________________________________________

11. Other:


_________________________________________________________________

The Mintzberg roles are given - though not labeled - on the questionnaire in the following order:

Interpersonal Roles Information Roles Decisional Roles

1. Figurehead 4. Monitor 7. Entrepreneur2. Leader ("Nerve Center" 8. Disturbance 3. Liaison in Mintzberg) Handler 5. Disseminator 9. Resource Allocator 6. Spokesperson

10. Negotiator

In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management functions. Do this by function rather than by manager, i.e., compare all three managers' responses

15

functionally. Use the examples they gave you to document your conclusions. Discuss any differences and the "other" category. Original methods of interpreting and analyzing your data are encouraged.

Summarize the report in terms of why you believe the managers agreed and disagreed on the importance rating and time consumed for the functions discussed. Be prepared to discuss your results in class.

Please use the following suggested Report Format for summarizing your interviews. Please average the importance and time categories for your three managers. This will provide an index of the most important and time consuming functions as well as giving an overall importance/time indicator.

REPORT FORMAT

IMPORTANCE RATING AND TIME CONSUMED

FOR MANAGERS INTERVIEWED BY FUNCTION

(I = IMPORTANCE RATING

T = TIME CONSUMED) Functional

Average Avg. RatioRole Manager A Manager B Manager C Importance Time I / T

INTERPERSONAL ROLES

Figurehead I T I T I T AVG. AVG. I / TLeader I T I T I T AVG. AVG. I / TLiaison I T I T I T AVG. AVG. I / T

Interpersonal Role Averages I T I T I T AVG. AVG. I / T

INFORMATIONAL ROLE

Monitor I T I T I T AVG. AVG. I / TDisseminator I T I T I T AVG. AVG. I / TSpokesman I T I T I T AVG. AVG. I / T

Informational RoleAverages I T I T I T AVG. AVG. I / T

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decisional role Functional

Average Avg. RatioRole Manager A Manager B Manager C Importance Time I / T

Entrepreneur I T I T I T AVG. AVG. I / TDisturbance Handler I T I T I T AVG. AVG. I / TResource Allocator I T I T I T AVG. AVG. I / TNegotiator I T I T I T AVG. AVG. I / T

Decisional RoleAverages I T I T I T AVG. AVG. I / T Total Average I T I T I T AVG. AVG. I / T

Manager I / T Ratio I / T I / T 1 / T

In the body of the paper compare and contrast the different managers in terms of the importance rating and time consumed for each of the management roles and functions. Use the examples they gave you to document your conclusions. All papers will include a research report as detailed above. Discuss any differences and utilize the "other" category. Do not simply itemize each manager. It is ESSENTIAL to compare and contrast all three managers functionally by incorporating the overall findings from your research report. What is required here is critical comparative thinking. Use the I / T ratio to compare the managers in terms of the importance they give to an individual function and the time they actually spend doing it.

Summarize the report in terms of why you believe the managers agreed and disagreed on the importance rating and time consumed for the functions discussed. Draw conclusions as to why the managers reached the judgments they did. Be prepared to discuss your results in class.

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Documents

NEW YORK INSTITUTE OF TECHNOLOGYiris.nyit.edu/~shartman/mba0120/mgmt605wordvan.doc · Web viewGoldratt's theory of constraints. Milwaukee, WI, ASQC Quality Press, 1996 ... Since