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Why Study OB & Management?
The better you can work with people, themore successful you will be in both your
personal and your professional lives.
Employers want to hire employeeswho can participate in managing
the firm.
Even nonmanagers (Individual
Contributors)are being trained
to perform management
functions.
11
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Why Study OB & Management?
(contd) The study of management builds the skills needed in todaysworkplace to succeed in:
Becoming a partner in managing your organization throughparticipative management.
Working in a team and sharing in decision making and othermanagement tasks.
The study of management also applies directly to yourpersonal life in helping you to:
Communicate with and interact with people every day.
Make personal plans and decisions, set goals, prioritize what you
will do, and get others to do things for you. Society Needs Leaders and Team Players
Be Successful in our Community, Religious, Social, Professional,Recreational and Other Organizations.
Become Leaders for a Just and Humane World
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What Is a Managers Responsibility?
Manager
The individual responsible for achievingorganizational objectives through efficient andeffective utilization of resources. Participative?
The Managers Resources
Human, financial, physical, and informational
Performance
Means of evaluating how effectively and efficientlymanagers use resources to achieve objectives.
Today often means How as well as What
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What Does It Take to Be a Successful Manager?
Management Qualities Integrity, industriousness, and the ability to get
along with people
Management Skills Technical
Human and communication (Teaming)
Conceptual and decision-making skills
Systems Thinking & CriticalThinking
(6 Traits of Manager SuccessInverse Order)6)Initiative, 5)self-assurance,4) decisiveness, 3)
intelligence, 2) need for occupationalachievement, and 1) supervisory ability
14Exhibit 12
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15
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What Do Managers Do?
Management Functions (Different Scope at job level) Planning
Setting objectives and determining in advanceexactly (?)how the objectives will be met.
Monitor for Change and Anticipate or React
PDCAPlanDoCheck - Act
Organizing
Delegating and coordinating tasks andallocating resources to achieveobjectives.
Leading
Influencing employees to worktoward achieving objectives.
Setting an Example (Shadow of the Leader)
Controlling
Establishing and implementing mechanisms toensure that objectives are achieved.
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The Systems Relationship among the Management Functions
18Exhibit 13
Planning
Organizing
Leading
Controlling
Management
Functions
Management
Skills
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Management Roles
Role
A set of expectations of how one will behave in agiven situation.
Management Role Categories (Mintzberg) Interpersonal
Figurehead, leader, and liaison
Informational
Monitor, disseminator, and spokesperson Decisional
Entrepreneur, disturbance handler, resource allocator,and negotiator
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Ten Roles Managers Play
110Exhibit 14
Managers play various roles as necessary while performing their
management functions so as to achieve organizational objectives.
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111
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Differences Among Managers
The Three Levels of Management
Top managers
CEO, president, or vice president
Middle managers
Sales manager, branch manager, or department head
First-line managers
Crew leader, supervisor, head nurse, or office manager
Individual Contributors (ICs)
Non-management operative employees
Workers in the organization who are supervised by first-line
managers.
Professionals/Specialists/Technicians (Knowledge Workers)
112
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Management Levels and Functional Areas
113Exhibit 15
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE
SOME
ORGANIZATIONS
FLIP THIS CHART
UPSIDE DOWN
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Types of Managers
General Managers Supervise the activities of several departments.
Functional Managers Supervise the activities of related tasks.
Common functional areas:
Marketing/Sales/Product Development Operations/Production/Services Delivery Finance/Accounting Human Resources/personnel management
Infrastructure (IT, Real Estate, Legal) Project Managers
Coordinate employees across several functional departments toaccomplish a specific task.
114
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Management Skills and Functions
Differences among management levels in skill
needed and the functions performed:
115Exhibit 16
Planning
Organizing
Leading
Controlling
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116
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Individual Management Styles
Skill Builder 2Page 31
What is Your Preferred Management Style?
Autocratic
Consultative Participative
Empowerment
Combinations or Flexible
Best Management Style?
Adaptive or Situational Leadership
117
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Differences between Large and Small Businesses
118Exhibit 17
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Differences between Large and Small Businesses (contd)
119Exhibit 17 contd
ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC
ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
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New Workplace Issues and Challenges
120
Technology and Speed
Globalization
and Diversity
Knowledge,Learning,
Quality, and
Continuous
Improvement
Change, Creativity, Innovation,
and Entrepreneurship
Participative
Management,Empowerment,
and Teams
KnowledgeManagement
Ethics and
Social
Responsibility
Networking and
Boundaryless
Relationships
GENERATIONAL DIFFERENCES
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New Workplace Issues and Challenges (contd)
Knowledge, Learning, Quality, and ContinuousImprovement
Information is the foundation of knowledge which,in turn, is the foundation of competitive advantage.People (employees) are the competitive advantage!
Knowledge workers
The learning organization
Knowledge Management
Involves everyone in an organization in sharingknowledge and applying it to continuously improveproducts and processes.
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New Workplace Issues and Challenges (contd)
Change, Creativity, Innovation, andEntrepreneurship Knowledge management requires that people
changein order to continually improve.
The speed of change in modern business hasincreased because of globalization and changes intechnology. And other factors listed.
Creativityis coming up with new ideas forimprovements, and innovationis implementingthose ideas.
Entrepreneurshipis about generating creative ideasand using them through innovation.
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New Workplace Issues and Challenges (contd)
Participative Management, Empowerment,and Teams Empowering employees to share in performing
management functions by working in teams.
Learning organizations manage knowledge wellby empowering teams to be creative andinnovative.
Ethics and Social Responsibility Managerial integrity
Layman Brothers Compliance after FinancialScandals
Situational responses e. g. Katrina
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New Workplace Issues and Challenges (contd)
Networking and Boundaryless Relationships Electronic networks
Beware the informality of e-mail, miss-interpreted
messages and first impressions
Can be distracting/off task
Relationship networks
Virtual integration
124
QUESTIONARE ELECTRONIC TOOLS CHANGING THE QUALITY OF
RELATIONSHIPS? E-Mail, NetMeeting, Video Conferences?
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Microsoft Case Questions1.Which type of resource played the
most important role in the successof Microsoft?a. human c. financialb. physical d. informational
2. Which of the management skills isstressed most in the case study?
a. technicalb. human and communicationc. conceptual and decision-making
3. Which of the managementfunctions is stressed most in thecase study?
a. planning c. leadingb. organizing d. controlling
4.Bill Gates' participation in andcoordination of small units and hisdelegation of authority to managersto run their departments areexamples of the __ managementfunction.
a. planning c. leadingb. organizing d. controlling
5. Which primary management role didBill Gates use to achieve success?
a. interpersonal-leaderb. informational-monitorc. decisional-negotiator
6. Bill Gates is at which level ofmanagement?
a. top b. middle c. first-line
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Microsoft Case7. Which type of manager is Bill Gates?
a. generalb. functionalc. project
8. Bill Gates has greater need for whichskills?
a. technical rather than conceptualb. conceptual rather than technicalc. a balance of both
9. How does Bill Gates spend most of histime?a. planning and organizing
b. leading and controllingc. a balance of both a and b
10. Would Ghiselli (6 Traits
page 10)agree that Bill Gates has supervisoryability?a. Yes b. No
11. Give examples of some of the tasksBill Gates performs in each of the
four management functions.
12. Give examples of some of the tasksBill Gates performs in each of thethree management roles.
13. Do you think you would like to workfor Bill Gates? Explain your answer.
14. Are Bill Gates and Microsoft ethicaland socially responsible?
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Learning Outcomes
1. Describe a managers responsibility.
2. List and explain the three management skills.
3. List and explain the four management functions.
4. Identify the three management role categories.
5. List the hierarchy of management levels.
6. Describe the three different types of managers.
7. Describe the differences among management levels in terms of skills
needed and functions performed.
127
After studying this chapter, you should be able to:
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Learning Outcomes (contd)8. Define the following key terms:
128
manager planning
managers resources organizing
performance leading
management skills controlling
technical skills management role categories
human and communication
skills levels of management
conceptual and decision-
making skills types of managers
management functions knowledge management
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New Workplace Issues and Challenges (contd)
Technology and Speed E-business: work done by using electronic linkages
(including the Internet) between employees,partners, suppliers, and customers.
E-commerce: business exchanges or transactionsthat occur electronically.
Globalization and Diversity Mergers are creating larger globalized firms.
Firms competing globally have to act locally. Diversity is increasing as minorities grow and
markets globalize.
129
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E-Commerce
130Exhibit 18
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Classical Theory
Classical Theorists Focus on the job and management functions to
determine the best way to manage in allorganizations.
Scientific Management Best way to maximize job performance Fredrick Winslow Taylor
Father of Scientific Management
Frank and Lillian Gilbreth
Work efficiency Henry Gantt
Work scheduling
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Classical Theory (contd)
Administrative Theory Henri Fayol
Father of Modern Management
Principles and functions of management
Max Weber Bureaucracy concept
Chester Barnard Authority and power in organizations
Mary Parker Follett Worker participation, conflict resolution,
and shared goals
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Integrative Theories
Systems Theory
Focuses on viewing the organization as a wholeand as the interrelationship of its parts
(subsystems). Sociotechnical Theory
Focuses on integrating people and technology.
Contingency Theory
Focuses on determining the best managementapproach for a given situation.
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Comparing Theories
1 36
Classical
Behavioral
ManagementScience
SystemsTheory
Attempts to develop the best way to manage in all organizations byfocusing on the jobs and structure of the firm.
Attempts to develop a single best way to manage in allorganizations by focusing on people and making them productive.
Recommends using math (computers) to aid in problem solvingand decision making.
Manages by focusing on the organization as a whole and theinterrelationship of its departments, rather than on individualparts.
SociotechnicalTheory
Recommends focusing on the integration of people andtechnology.
ContingencyTheory
Recommends using the theory or the combination of theories thatbest meets the given situation.
Exhibit AP1 2