The Exceptional Manager What You Do, How You Do It.

The Exceptional Manager

What You Do, How You Do It

Management is….

The pursuit of organizational goals efficiently and effectively through others.

Efficiency–

Effectiveness–

Automated Phone Systems Federal Contractors UNLV

Modern Management Challenges

1. Managing for competitive advantage Innovation, responsive to customer demands Service/Quality The first law of business is take care of the customer Consider major networks—ABC, NBC, CBS, FOX

2. 3. 4.

5. 6.

What Managers Do: The Nature of the Job

A manager relies more on verbal than on written communication

A manager works long hours at an intense pace.

A manager’s work is characterized by fragmentation, brevity, and variety

What Managers Do: The Four Principal Functions

Figure 1.1

Question?

Laura runs a sales and expense report at the end of each work day. Which management function is she performing?

A. Leading

B. Organizing

C. Controlling

D. Planning

Managerial Roles

The Skills Star Managers Need

Technical skills the job-specific knowledge needed to perform

well in a specialized field

Conceptual skills the ability to think analytically, to visualize

an organization as a whole and understand how the parts work together

The Skills Star Managers Need

Human skills the ability to work

well in cooperation with other people to get things done

Motivation to Manage the desire/energy to

be in charge

Management Theory

Essential Background for the Successful Manager

WHY HISTORY?

Two Overarching Perspectives about Management

Historical perspective – classical, behavioral, and quantitative

Contemporary perspective – systems, contingency, and quality-management

Classical Viewpoint: Scientific & Administrative Management

Administrative management – Concerned with managing the total

organization– Fayol: Major functions of management– Weber: Bureaucracy

SCIENTIFIC MANAGEMENT

Goal?SoldieringPeople are

rational/economic beings that act in their own interests.

SCIENTIFIC MANAGEMENT

Four stepsBreak the job down Scientifically select and

train• Repetition

Supervise employees• Monitor employees• Piecework

Plan the work

SCIENTIFIC MANAGEMENT:EVALUATION

Limitations

Contributions?

Human Relations Movement: The Hawthorne Studies

Tested the impact of lighting on productivity

Uncovered the “Hawthorne Effect” Workers produced more

because managers paid attention to them.

Shifted management focus from purely economic to humanistic

Tested the effect of an incentive plan

Workers’ output influenced by: Group norms Social pressures Informal organization

Impetus for Behavioral Viewpoint: Behaviorism, Human Relations, and Behavioral Science

ILLUMINATIONSTUDY

WIRING ROOM STUDY

HUMAN RELATIONS ASSUMPTIONS

Individual attitudes and behaviors are important

Behavior is shaped by the social context

HUMAN RELATIONS ASSUMPTIONS

Relationships may have a stronger impact on behavior than management and rewards

Jobs should enable people to develop and grow

Basic Principle Job satisfaction =

Productivity

McGregor's THEORY

THEORY Y THEORY X

McGregor's THEORY

THEORY Y THEORY X

•Motivated•Able•Need freedom to fulfill potential

•Lazy•Dislike work•Avoid responsibility•Must be tightly controlled

HUMAN RELATIONS:EVALUATION

Limitations

Contributions?

Quantitative Management

Use of computers and mathematical models to improve managerial decision making.

Management ScienceOperations science

The Contemporary Perspective

Figure 2.2

Implications

The Learning Organization in an Era of Accelerated Change

Learning organization – organization that actively creates, acquires,

and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

The Learning Organization in an Era of Accelerated Change

How can you build a learning organization?

1.

2.

3.