Agenda and Announcements

cont’d• The study of management builds the skills needed in today’s workplace to succeed in: – Becoming a partner in managing your organization through participative management.. Manag

Agenda and Announcements

• Agenda:

– Open Discussion on Chapter 1 “Management”

– Management Overview

– Skill Builder 2 – Page 31

– Microsoft Case – Page 29

– Questions or Discussion

– Closing

• Announcements:

– Sign In on Attendance Sheet

• Waiting List see Instructor for “Add” Codes

– Homework Due – any Problems?

• Web Q – Microsoft Case & Course Expectations

– Textbook Problems?

PowerPoint Presentation by Charlie Cook

The University of West Alabama

Copyright © 2006 Thomson Business and Economics.

All rights reserved.

Chapter 1

Managing

Features of This Book’s Three-Pronged Approach

• Features That Present Important

Concepts

– Text discussions of

management research

– Step-by-step behavior models

– Learning Outcome statements

– Behavior Modeling videos

– Behavior Modeling training

– Skill Builder exercises

• Features That Help You Apply What You Learn

– Opening cases – Organizational examples

Why Study OB & Management?

• The better you can work with people, the more

successful you will be in both your personal and your professional lives.

– Employers want to hire employees

who can participate in managing the firm.

– Even nonmanagers (Individual

Contributors) are being trained

to perform management functions.

Why Study OB & Management? (cont’d)

• The study of management builds the skills needed in

today’s workplace to succeed in:

– Becoming a partner in managing your organization

through participative management.

– Working in a team and sharing in decision making and

other management tasks.

• The study of management also applies directly to your

personal 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”

What Is a Manager’s Responsibility?

• Manager

– The individual responsible for achieving

organizational objectives through efficient and effective utilization of resources Participative?

• The Manager’s Resources

– Human, financial, physical, and informational

• Performance

– Means of evaluating how effectively and

efficiently managers use resources to achieve objectives.

– Today often means “How” as well as “What”

What Does It Take to Be a Successful Manager?

Exhibit 1–2

• Management Qualities (Survey of Execs.)

– Integrity, industriousness, and the ability

to get along with people

• Management Skills

– Technical

– Human and communication (Teaming)

– Conceptual and decision-making skills

• “Systems Thinking” & “Critical Thinking”

• The Ghiselli Study (6 Traits of Manager

Success – Inverse Order)

6) Initiative, 5) self-assurance, 4) decisiveness,

3) intelligence, 2) need for occupational achievement, and 1) supervisory ability

What Do Managers Do?

• Management Functions (Different Scope at job level)

• Setting objectives and determining in advance

exactly (?) how the objectives will be met

• Monitor for Change and Anticipate or React

• PDCA – Plan – Do – Check - Act

• Delegating and coordinating tasks

and allocating resources to achieve objectives.

• Influencing employees to work

toward achieving objectives

• Setting an Example (Shadow of the Leader)

• Establishing and implementing mechanisms to

ensure that objectives are achieved.

The Systems Relationship among the Management Functions

Management Skills

• Entrepreneur, disturbance handler, resource

allocator, and negotiator

Ten Roles Managers Play

Exhibit 1–4

Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives.

Differences Among Managers

• The Three Levels of Management

• 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)

Management Levels and Functional Areas

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 to accomplish a specific task.

Management Skills and Functions

• Differences among management levels in skill

needed and the functions performed:

Exhibit 1–6

Planning

Organizing Controlling

Individual Management Styles

Skill Builder 2 – Page 31

Individual Management Styles

Skill Builder 2 – Page 31

• What is Your Preferred Management Style?

• Best Management Style?

Differences between Large and Small Businesses

Exhibit 1–7

Differences between Large and Small Businesses (cont’d)

Exhibit 1–7 cont’d

ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC ORGANIZATIONS, WITH FOCUS ON THEIR MISSION

New Workplace Issues and Challenges

Technology and Speed

Globalization and Diversity

Knowledge, Learning, Quality, and Continuous Improvement

Change, Creativity, Innovation,

and Entrepreneurship

Participative Management, Empowerment, and Teams

Knowledge Management

Ethics and Social Responsibility

Networking and Boundaryless Relationships

GENERATIONAL DIFFERENCES

New Workplace Issues and Challenges (cont’d) New Workplace Issues and Challenges (cont’d)

• Knowledge, Learning, Quality, and Continuous

Improvement

– 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 sharing

knowledge and applying it to continuously improve products and processes.

New Workplace Issues and Challenges (cont’d) New Workplace Issues and Challenges (cont’d)

• Change, Creativity, Innovation, and

Entrepreneurship

– Knowledge management requires that people

change in order to continually improve.

– The speed of change in modern business has

increased because of globalization and changes

in technology And other factors listed.

– Creativity is coming up with new ideas for

improvements, and innovation is implementing

those ideas.

– Entrepreneurship is about generating creative

ideas and using them through innovation.

New Workplace Issues and Challenges (cont’d) New Workplace Issues and Challenges (cont’d)

• Participative Management, Empowerment,

and Teams

– Empowering employees to share in

performing management functions by working in teams.

– Learning organizations manage knowledge

well by empowering teams to be creative and innovative.

• Ethics and Social Responsibility

– Managerial integrity

• SOX Compliance after Financial Scandals

– Situational responses

• e g Katrina

New Workplace Issues and Challenges (cont’d) New Workplace Issues and Challenges (cont’d)

• Networking and Boundaryless Relationships

QUESTION – ARE ELECTRONIC “TOOLS” CHANGING THE QUALITY OF

RELATIONSHIPS? E-Mail, NetMeeting, Video Conferences?

Microsoft Case Questions

1.Which type of resource played

the most important role in the

success of Microsoft?

b physical d informational

2 Which of the management

skills is stressed most in the

case study?

a technical

b human and communication

c conceptual and

decision-making

3 Which of the management

functions is stressed most in

the case study?

a planning c leading

b organizing d controlling

4 Bill Gates' participation in and coordination of small units and his delegation of authority to

managers to run their departments are examples of the

a planning and organizing

b leading and controlling

c a balance of both a and b

10 Would Ghiselli (6 Traits – page 10) agree that Bill Gates has supervisory ability?

a Yes b No

11 Give examples of some of the tasks Bill Gates performs in each

of the four management functions.

12 Give examples of some of the tasks Bill Gates performs in each

of the three management roles.

13 Do you think you would like to work tor Bill Gates? Explain your answer.

14 Are Bill Gates and Microsoft ethical and socially responsible?

• Questions on Today’s Material

• Feedback on Today’s Class

– or send me an e-mail

– Was it “Work Worth Doing”

• For Next Tuesday:

– Read Chapter 10 – Teams and Team Leadership – Read “The Team that Wasn’t” Case

– Answer Case Questions (Web Q)

– Student Information Web Q and Picture Upload

Back Up Slides

Learning Outcomes

1 Describe a manager’s 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.

After studying this chapter, you should be able to:

Learning Outcomes (cont’d)

Learning Outcomes (cont’d)

8 Define the following key terms:

human and communication

conceptual and decision-

New Workplace Issues and Challenges (cont’d) New Workplace Issues and Challenges (cont’d)

• 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

transactions that 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.

Exhibit 1–8

PowerPoint Presentation by Charlie Cook

The University of West Alabama

Copyright © 2006 Thomson Business and Economics.

All rights reserved.

Appendix

A Brief History

of Management

Learning Outcomes

1 State the major similarities and differences between the

classical and behavioral theorists.

2 Describe how systems theorists and contingency theorists differ

from classical and behavioral theorists.

3 Define the following key terms:

After studying this appendix, you should be able to:

management science theorists contingency theorists

Classical Theory Classical Theory

• Classical Theorists

– Focus on the job and management functions to

determine the best way to manage in all organizations.

• 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

Classical Theory (cont’d)

• 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

Behavioral Theory

• Behavioral Theorists

– Focus on people to determine the best way to

manage in all organizations.

• Human Relations Movement (later, the

Behavioral Science Approach)

Management Science

• Management Science Theorists

– Focus on the use of mathematics to aid in

problem solving and decision making.

– Mathematical models are used in the areas of

finance, management information systems (MIS), and operations management.

Integrative Theories

• Systems Theory

– Focuses on viewing the organization as a whole

and as the interrelationship of its parts (subsystems).

• Sociotechnical Theory

– Focuses on integrating people and technology.

• Contingency Theory

– Focuses on determining the best management

approach for a given situation.

Attempts to develop the best way to manage in all organizations

by focusing on the jobs and structure of the firm.

Attempts to develop a single best way to manage in all organizations by focusing on people and making them productive.

Recommends using math (computers) to aid in problem solving and decision making.

Manages by focusing on the organization as a whole and the interrelationship of its departments, rather than on individual parts.

Ideas on Management at Gap

1 What resources does Gap use to sell its