Foundations of Management BUS 101 Sec : A

Managing

1–2

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– Key terms– Chapter summaries and glossaries– Review and discussion questions

• Features That Foster Skill Development– Self-assessments– Behavior Modeling videos– Behavior Modeling training– Skill Builder exercises

• Features That Help You Apply What You Learn– Opening cases– Organizational examples– Work Applications– Applying the Concept– Objective cases– Video cases– Ethics and Social Responsibility features– Internet exercises

Exhibit 1–9

1–3Copyright © 2006 Thomson

Business and Economics. All rights reserved.

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”

1–5

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)– Planning

• 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– Organizing

• Delegating and coordinating tasks and allocating resources to achieve objectives.

– Leading• Influencing employees to work

toward achieving objectives. • Setting an Example (Shadow of the

Leader)– Controlling

• Establishing and implementing mechanisms to ensure that objectives are achieved.





The Systems Relationship among the Management Functions

Exhibit 1–3

Planning

Organizing

Leading

Controlling

Management Functions

Management Skills



Management Roles• Role

– A set of expectations of how one will behave in a given situation.

• Management Role Categories (Mintzberg)– Interpersonal

• Figurehead, leader, and liaison– Informational

• Monitor, disseminator, and spokesperson– Decisional

• 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– 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)



Management Levels and Functional Areas

Exhibit 1–5

INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

SOME ORGANIZATIONS “FLIP” THIS CHART UPSIDE DOWN



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

Leading

Controlling





Individual Management StylesSkill Builder 2 – Page 31

• What is Your Preferred Management Style?

• 12 Points Possible…– Autocratic– Consultative– Participative– Empowerment– Combinations or Flexible

• Best Management Style?– Adaptive or Situational Leadership



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

KnowledgeManagement

Ethics and Social

Responsibility

Networking and Boundaryless Relationships

GENERATIONAL DIFFERENCES



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.




• 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.




• 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




• 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

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?

a. human c. financial 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. leadingb. 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 __ management function.

a. planning c. leadingb. organizing d. controlling

5. Which primary management role did Bill Gates use to achieve success?

a. interpersonal-leader b. informational-monitor c. decisional-negotiator

6. Bill Gates is at which level of management? a. top b. middle c. first-line



Microsoft Case7. Which type of manager is Bill Gates?

a. general b. functional c. project

8. Bill Gates has greater need for which skills?

a. technical rather than conceptualb. conceptual rather than technicalc. a balance of both

9. How does Bill Gates spend most of his time?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?



Closing• 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 Outcomes1. 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)8. Define the following key terms:

manager planning manager’s resources organizing performance leading management skills controlling technical skills management role categorieshuman and communication

skills levels of management

conceptual and decision- making skills

types of managersmanagement functions knowledge management




• 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.



E-Commerce

Exhibit 1–8

PowerPoint Presentation by Charlie Cook

The University of West AlabamaCopyright © 2006 Thomson Business and

Economics. All rights reserved.

AppendixA Brief History of Management



Learning Outcomes1. 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:

classical theorists systems theoristsbehavioral theorists sociotechnical theoristsmanagement science theorists contingency

theorists



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)– Elton Mayo

• Hawthorne studies– Abraham Maslow

• Hierarchy of needs theory– Douglas McGregor

• Theory X and Theory Y



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.



Comparing Theories

Classical

Behavioral

Management Science

Systems Theory

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.

Sociotechnical Theory

Recommends focusing on the integration of people and technology.

Contingency Theory

Recommends using the theory or the combination of theories thatbest meets the given situation.

Exhibit AP1–2



Ideas on Management at Gap1. What resources does Gap use to sell its

merchandise?2. What management functions are performed

at Gap stores?3. What levels and types of managers have

careers at Gap?4. How does Gap meet new workplace issues

and challenges?

Foundations of Management BUS 101 Sec : A

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