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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?

11
Chapter 1

Managing

PowerPoint Presentation by Charlie Cook


The University of West Alabama
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Features of This Books Three-Pronged Approach

Features That Present Important Features That Help You Apply


Concepts What You Learn
Text discussions of Opening cases
management research
Organizational examples
Step-by-step behavior models
Learning Outcome statements Work Applications
Key terms Applying the Concept
Chapter summaries and Objective cases
glossaries Video cases
Review and discussion Ethics and Social
questions Responsibility features
Features That Foster Skill Internet exercises
Development
Self-assessments
Behavior Modeling videos
Behavior Modeling training
Skill Builder exercises

Exhibit 19
Copyright 2006 Thomson Business and Economics. All rights reserved. 13
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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 14


Why Study OB & Management? (contd)
The study of management builds the skills needed in
todays 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

Copyright 2006 Thomson Business and Economics. All rights reserved. 15


What Is a Managers Responsibility?

Manager
The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources. Participative?
The Managers 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

Copyright 2006 Thomson Business and Economics. All rights reserved. 16


What Does It Take to Be a Successful Manager?

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

Exhibit 12
Copyright 2006 Thomson Business and Economics. All rights reserved. 17
Copyright 2006 Thomson Business and Economics. All rights reserved. 18
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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 19


Copyright 2006 Thomson Business and Economics. All rights reserved. 110
The Systems Relationship among the Management Functions

Planning
Management
Functions

Controlling Organizing

Management
Skills

Leading

Exhibit 13
Copyright 2006 Thomson Business and Economics. All rights reserved. 111
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

Copyright 2006 Thomson Business and Economics. All rights reserved. 112
Ten Roles Managers Play

Managers play various roles as necessary while performing their


management functions so as to achieve organizational objectives.

Exhibit 14
Copyright 2006 Thomson Business and Economics. All rights reserved. 113
Copyright 2006 Thomson Business and Economics. All rights reserved. 114
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)

Copyright 2006 Thomson Business and Economics. All rights reserved. 115
Management Levels and Functional Areas
SOME
ORGANIZATIONS
FLIP THIS CHART
UPSIDE DOWN

INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE


Exhibit 15
Copyright 2006 Thomson Business and Economics. All rights reserved. 116
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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 117
Management Skills and Functions

Differences among management levels in skill


needed and the functions performed:

Planning

Controlling Organizing

Exhibit 16
Copyright 2006 Thomson Business and Economics. All rights reserved. Leading 118
Copyright 2006 Thomson Business and Economics. All rights reserved. 119
Individual Management Styles
Skill 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

Copyright 2006 Thomson Business and Economics. All rights reserved. 120
Differences between Large and Small Businesses

Exhibit 17
Copyright 2006 Thomson Business and Economics. All rights reserved. 121
Differences between Large and Small Businesses (contd)

ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC


ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
Exhibit 17 contd
Copyright 2006 Thomson Business and Economics. All rights reserved. 122
New Workplace Issues and Challenges
Technology and Speed

Networking and
Boundaryless Globalization
Relationships and Diversity

Ethics and Knowledge,


Social Learning,
Responsibility Quality, and
Continuous
Improvement

Participative
Management, Knowledge
Empowerment, Management
and Teams
GENERATIONAL DIFFERENCES Change, Creativity, Innovation,
and Entrepreneurship

Copyright 2006 Thomson Business and Economics. All rights reserved. 123
New Workplace Issues and Challenges (contd)

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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 124
New Workplace Issues and Challenges (contd)

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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 125
New Workplace Issues and Challenges (contd)

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
Copyright 2006 Thomson Business and Economics. All rights reserved. 126
New Workplace Issues and Challenges (contd)

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?

Copyright 2006 Thomson Business and Economics. All rights reserved. 127
Microsoft Case Questions
1.Which type of resource played 4. Bill Gates' participation in and
the most important role in the coordination of small units and
success of Microsoft? his delegation of authority to
a. human c. financial managers to run their
b. physical d. informational departments are examples of the
__ management function.
a. planning c. leading
2. Which of the management b. organizing d. controlling
skills is stressed most in the
case study?
a. technical 5. Which primary management role
did Bill Gates use to achieve
b. human and communication success?
c. conceptual and decision- a. interpersonal-leader
making b. informational-monitor
c. decisional-negotiator
3. Which of the management
functions is stressed most in
the case study? 6. Bill Gates is at which level of
a. planning c. leading management?
b. organizing d. controlling a. top b. middle c. first-line

Copyright 2006 Thomson Business and Economics. All rights reserved. 128
Microsoft Case
7. Which type of manager is Bill 10. Would Ghiselli (6 Traits page
Gates? 10) agree that Bill Gates has
a. general supervisory ability?
b. functional a. Yes b. No
c. project
11. Give examples of some of the
8. Bill Gates has greater need for tasks Bill Gates performs in each
which skills? of the four management
functions.
a. technical rather than
conceptual 12. Give examples of some of the
b. conceptual rather than tasks Bill Gates performs in each
technical of the three management roles.
c. a balance of both
13. Do you think you would like to
9. How does Bill Gates spend most work tor Bill Gates? Explain your
of his time? answer.
a. planning and organizing
b. leading and controlling 14. Are Bill Gates and Microsoft
ethical and socially responsible?
c. a balance of both a and b

Copyright 2006 Thomson Business and Economics. All rights reserved. 129
Closing

Questions on Todays Material


Feedback on Todays 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 Wasnt Case
Answer Case Questions (Web Q)
Student Information Web Q and Picture Upload

Copyright 2006 Thomson Business and Economics. All rights reserved. 130
Back Up Slides

Copyright 2006 Thomson Business and Economics. All rights reserved. 131
Learning Outcomes
After studying this chapter, you should be able to:
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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 132
Learning Outcomes (contd)
8. Define the following key terms:
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

Copyright 2006 Thomson Business and Economics. All rights reserved. 133
New Workplace Issues and Challenges (contd)

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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 134
E-Commerce

Exhibit 18
Copyright 2006 Thomson Business and Economics. All rights reserved. 135
Appendix
A Brief History
of Management

PowerPoint Presentation by Charlie Cook


The University of West Alabama
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Learning Outcomes
After studying this appendix, you should be able to:
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:
classical theorists systems theorists
behavioral theorists sociotechnical theorists
management science theorists contingency theorists

Copyright 2006 Thomson Business and Economics. All rights reserved. 137
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

Copyright 2006 Thomson Business and Economics. All rights reserved. 138
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

Copyright 2006 Thomson Business and Economics. All rights reserved. 139
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

Copyright 2006 Thomson Business and Economics. All rights reserved. 140
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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 141
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.

Copyright 2006 Thomson Business and Economics. All rights reserved. 142
Comparing Theories

Attempts to develop the best way to manage in all organizations by


Classical focusing on the jobs and structure of the firm.

Attempts to develop a single best way to manage in all


Behavioral organizations by focusing on people and making them productive.

Management Recommends using math (computers) to aid in problem solving


Science and decision making.

Systems Manages by focusing on the organization as a whole and the


interrelationship of its departments, rather than on individual
Theory parts.

Sociotechnical Recommends focusing on the integration of people and


Theory technology.

Contingency Recommends using the theory or the combination of theories that


Theory best meets the given situation.

Exhibit AP12
Copyright 2006 Thomson Business and Economics. All rights reserved. 143
Ideas on Management at Gap

1. 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?

Copyright 2006 Thomson Business and Economics. All rights reserved. 144