managing organization basics ist class

8/12/2019 Managing Organization Basics Ist Class

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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.

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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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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)

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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.

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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

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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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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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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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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

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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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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.

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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

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