Bus 51 chapter 1

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

Part 1

Overview

Mosley Mosley • Pietri• Pietri

© 2008 Thomson/South-Western© 2008 Thomson/South-Western All rights reserved. All rights reserved.

Chapter 1

Supervisory

Management

Roles and

Challenges

© 2008 Thomson/South-Western. All rights reserved. 1–2

Learning ObjectivesLearning ObjectivesLearning ObjectivesLearning Objectives

1.1. Explain why management is needed in all organizations.Explain why management is needed in all organizations.

2.2. Describe the different levels of management.Describe the different levels of management.

3.3. Discuss what managers do.Discuss what managers do.

4.4. Explain the basic skills required for effective Explain the basic skills required for effective management.management.

5.5. Explain where supervisors come from.Explain where supervisors come from.

6.6. Clarify the different relationships supervisory managers Clarify the different relationships supervisory managers have with others.have with others.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)Learning Objectives (cont’d)

7.7. Discuss the emerging position of supervisory Discuss the emerging position of supervisory managers.managers.

8.8. Discuss some trends challenging supervisors.Discuss some trends challenging supervisors.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


EXHIBIT 1.1 Partial Organization Chart for AutoFin Southeast Division


The Need for ManagementThe Need for Management• OrganizationOrganization

A group of people working together in a structured A group of people working together in a structured situation for a common objective.situation for a common objective.

• Basic Organizational ActivitiesBasic Organizational Activities1.1. OperationsOperations

Producing an organization’s product or service.Producing an organization’s product or service.

2.2. MarketingMarketing Selling and distributing an organization’s Selling and distributing an organization’s

product or service.product or service.

3.3. FinancingFinancing Providing or using funds to produce and Providing or using funds to produce and

distribute an organization’s product or service.distribute an organization’s product or service.


What is Management?What is Management?• ManagementManagement

Working with people to achieve objectives by effective Working with people to achieve objectives by effective decision making and coordinating available decision making and coordinating available resources.resources.

• Basic ResourcesBasic Resources Human resourcesHuman resources

The people an organization requires for operations.The people an organization requires for operations. Physical resourcesPhysical resources

Items an organization requires for operations.Items an organization requires for operations. Financial resourcesFinancial resources

The money, capital, and credit an organization The money, capital, and credit an organization requires for operations.requires for operations.


EXHIBIT 1.2 How Management Combines the Organization’s Resources into a Productive System


Levels of ManagementLevels of Management• What the organization assigns to you:What the organization assigns to you:

AuthorityAuthority

The right to tell others how to act to reach The right to tell others how to act to reach objectives.objectives.

• What the organization expects of you:What the organization expects of you:

ResponsibilityResponsibility

The obligation of an employee to accept a The obligation of an employee to accept a manager’s delegated authority.manager’s delegated authority.


EXHIBIT 1.3 How Management Authority and Responsibility Increase at Higher Levels

Responsible for the entire or a major segment of the organization.

Responsible for a substantial part of the organization.

Controls operations of smaller organiza-tional units


What Do Managers Do?What Do Managers Do?• Managerial FunctionsManagerial Functions

The broad classification of activities The broad classification of activities that all managers performthat all managers perform

1.1. PlanningPlanning

2.2. OrganizingOrganizing

3.3. StaffingStaffing

4.4. LeadingLeading

5.5. ControllingControlling


EXHIBIT 1.4 The Management Functions in Action


EXHIBIT 1.5 How the Management Functions Are Related


Management: Key PioneersManagement: Key Pioneers• Frederick W. Taylor (1856–1915)Frederick W. Taylor (1856–1915)

Developed “Scientific Management”Developed “Scientific Management”

Focused on operational efficiencies in work Focused on operational efficiencies in work methods to increase worker output.methods to increase worker output.

• Henri Fayol (1841–1925)Henri Fayol (1841–1925) Published Published General and Industrial Management.General and Industrial Management.

Advocated the study of management.Advocated the study of management.

His “principles” of management were precursors to His “principles” of management were precursors to modern management functions of planning, modern management functions of planning, organizing, staffing, and controlling.organizing, staffing, and controlling.


EXHIBIT 1.6 Roles Played by Managers

Interpersonal RolesFigurehead

LeaderLiaison

Informational RolesMonitor

DisseminatorSpokesperson

Decision-Making RolesEntrepreneur

Disturbance handlerResource allocator

Negotiator

Source: “Roles Played by Managers,” adapted from The Nature of Managerial Work by Henry Mintzberg. Copyright © 1973 by Henry Mintzberg. Reprinted by permission of Henry Mintzberg.


Skills Required for Effective Skills Required for Effective ManagementManagement• Conceptual SkillsConceptual Skills

Mental ability to become aware of and identifying Mental ability to become aware of and identifying relationships among different pieces of information.relationships among different pieces of information.

• Human Relations SkillsHuman Relations Skills Understanding other people and interacting Understanding other people and interacting

effectively.effectively.

• Administrative SkillsAdministrative Skills Establishing and following procedures to process Establishing and following procedures to process

paperwork in an orderly manner.paperwork in an orderly manner.

• Technical SkillsTechnical Skills Understanding and being able to supervise effectively Understanding and being able to supervise effectively

specific processes required.specific processes required.


EXHIBIT 1.7 The Relative Importance of Managerial Skills at Different Managerial Levels


The Transition:The Transition:Where Supervisors Come FromWhere Supervisors Come From

• Internal PromotionInternal Promotion Advantages in choosing an Advantages in choosing an

internal candidateinternal candidateCurrent knowledge of Current knowledge of

operationsoperationsA known performerA known performerProvides rewards and Provides rewards and

incentive for performanceincentive for performance DisadvantagesDisadvantages

Lack of management skillsLack of management skillsUnprepared for positionUnprepared for position


EXHIBIT 1.8 The Supervisor’s Network of Relationships

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22

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Supervisors are linking pins who are members of, and link or lock together, independent groups within an organization.

—Rensis Likert


EXHIBIT 1.9 The Flow of Supervisors’ Organizational Relationships

A union member elected by other members to represent their interests to management.

An experienced manager who acts as an advocate and teacher for a younger, less experienced manager.


EXHIBIT 1.10 Changing Views of Supervisor’s Job

Traditional View of Supervisor’s Job

Supervisor-focused work unit

Dominant role

Technical skills emphasis

Seeking stability

Telling, selling skills

Personal responsibility for results

Personal problem solving

Narrow, vertical communication

Fear, pressure used to motivate employees

Autocratic decision style

Emerging View of Supervisor’s Job

Team-focused work unit

Supportive role

Facilitation skills emphasis

Encouraging change

Listening skills

Shared responsibility for results

Team problem solving

Broader, horizontal, external communication

Pride, recognition, growth used to motivate employees

Participative decision style


Characteristics of “Exceptional” Characteristics of “Exceptional” SupervisorsSupervisors• Were competent, caring, and committed both to getting the job done Were competent, caring, and committed both to getting the job done

and to supporting their employees.and to supporting their employees.

• Pushed for high quality, provided clear direction, and motivated Pushed for high quality, provided clear direction, and motivated employees with timely, accurate feedback.employees with timely, accurate feedback.

• Willingly shared information with personnel.Willingly shared information with personnel.

• Were committed to teamwork and employee participation in the Were committed to teamwork and employee participation in the department’s decisions.department’s decisions.

• Shared skills and knowledge willingly and saw their role as one of Shared skills and knowledge willingly and saw their role as one of coach rather than driver.coach rather than driver.

• Understood what was involved beyond their own units, from the Understood what was involved beyond their own units, from the broader perspectives of the plant.broader perspectives of the plant.

• Took the initiative in implementing changes and new approaches.Took the initiative in implementing changes and new approaches.


Characteristics of “Average” Characteristics of “Average” SupervisorsSupervisors• Set narrowly defined goals and had more specific Set narrowly defined goals and had more specific

performance standards.performance standards.

• Were less attuned to the plant’s overall goals and Were less attuned to the plant’s overall goals and focused more narrowly on their own unit.focused more narrowly on their own unit.

• Provided less information or feedback about Provided less information or feedback about performance to their work groups.performance to their work groups.

• Were less flexible, less innovative, and less willing to Were less flexible, less innovative, and less willing to change.change.

• Maintained tighter controls and were uncomfortable Maintained tighter controls and were uncomfortable practicing participative management.practicing participative management.


Trends Challenging SupervisorsTrends Challenging Supervisors• Dealing with a more diverse workforce.Dealing with a more diverse workforce.

• Emphasizing team performance.Emphasizing team performance.

• Coping with exploding technology.Coping with exploding technology.

• Adjusting to occupational and industry shifts.Adjusting to occupational and industry shifts.

• Meeting global challenges.Meeting global challenges.

• Improving quality and productivity.Improving quality and productivity.

• Improving ethical behavior.Improving ethical behavior.

• Responding to crises.Responding to crises.


Dealing with a More Diverse Dealing with a More Diverse WorkforceWorkforce• DiversityDiversity

The wide range of distinguishing employee The wide range of distinguishing employee characteristics, such as sex, age, race, characteristics, such as sex, age, race, ethnic origin, and other factors.ethnic origin, and other factors.

• Glass CeilingGlass Ceiling The invisible barrier that limits women from The invisible barrier that limits women from

advancing in an organization.advancing in an organization.


Emphasizing Team PerformanceEmphasizing Team Performance• EmpowermentEmpowerment

Granting employees authority to make key decisions Granting employees authority to make key decisions within their area of responsibility.within their area of responsibility.

• Team AdvisorsTeam Advisors Supervisors who share responsibility with team for Supervisors who share responsibility with team for

cost, quality, and prompt delivery of products.cost, quality, and prompt delivery of products.


Adjusting to Adjusting to Occupational and Occupational and Industry ShiftsIndustry Shifts• ReinventionReinvention

Organizations dramatically changing such elements Organizations dramatically changing such elements as their size, organizational structure, and markets.as their size, organizational structure, and markets.

• ReengineeringReengineering Rethinking and redesigning processes to dramatically Rethinking and redesigning processes to dramatically

improve cost, quality, service, and speed.improve cost, quality, service, and speed.

• DownsizingDownsizing Striving to become leaner and more efficient by Striving to become leaner and more efficient by

reducing the workforce and consolidating reducing the workforce and consolidating departments and work groups.departments and work groups.


Important TermsImportant TermsImportant TermsImportant Terms

• administrative skillsadministrative skills• authorityauthority• conceptual skillsconceptual skills• controllingcontrolling• diversitydiversity• downsizingdownsizing• empowermentempowerment• ethical dilemmasethical dilemmas• financial resourcesfinancial resources• financingfinancing• glass ceilingglass ceiling• human relations skillshuman relations skills• human resourceshuman resources

• leadingleading• managementmanagement• managerial functionsmanagerial functions• marketingmarketing• mentoringmentoring• middle managementmiddle management• operationsoperations• organizationorganization• organizingorganizing• physical resourcesphysical resources• planningplanning• reengineeringreengineering• reinventionreinvention

• relationships relationships networknetwork

• responsibilityresponsibility• rolesroles• staffingstaffing• supervisory supervisory

managementmanagement• team advisorsteam advisors• technical skillstechnical skills• top managementtop management• union stewardunion steward

Bus 51 chapter 1

Documents

management organization

thomsonsouthwesternall

management authority

management working

scientific management

industrial management

principles of management

study of management