Professional Documents
Culture Documents
Role of a manager
Level of management
Top Middle Operating
Management Processes
Planning
Making Choices Committing Resources Defining Time Horizon
Management Processes
Organizing
Organization Structure Degree of Centralization Levels of Management Staffing
Leading
Motivating the team Grooming & Development
Decision Making
Decision Making
How are decisions made in organizations? What are the useful decision making models? How do intuition, judgment, and creativity affect decision making? How can the decision-making process be managed? How do technology, culture, and ethics influence decision making?
Decision Making
The process of choosing a course of action for
making environment.
certainty regarding the outcomes of various courses of action, but they can assign probabilities of occurrence. Probabilities can be assigned through objective statistical procedures or personal intuition.
Types of Decisions
Personal
Cannot be delegated to others in ordinary conditions Affects an individual and at times an organization
Organizational
Can be delegated Affects an organization and at times an individual
Types of Decisions
Basic
One time/ Unique decisions Top level management decisions
Routine
Everyday decisions/ Highly repetitive
Types of Decisions
Programmed decisions.
Involve routine problems that arise regularly and can be addressed through standard responses. Bureaucratic ways of handling decision making
Nonprogrammed decisions.
Involve nonroutine problems that require solutions specifically tailored to the situation at hand Non-bureaucratic ways of handling decision making
Types of Decisions
Uncertainty of Outcomes High Judgmental Decisions (Marketing, Investments) Adaptive Decisions (R&D, Long term Corporate Plan)
Low
Mechanistic Analytical Decisions Decisions (Routine, Scheduled (complex prod and Activities) Engg problems)
Problem Complexity
Low
High
Problem simplified
Identify alternatives
Compare alternatives one at a time against criteria
Expand on alternatives
2
Identify other alternatives
uncertainty.
make decisions. Makes it easier to to deal with uncertainty and limited information. Can lead to systematic errors that affect the quality and/or ethics of decisions.
development of unique and novel responses to problems and opportunities. Creativity is especially important in a dynamic environment full of nonroutine problems.
Concentration.
Incubation. Illumination
Verification.
teamwork.
solves problems. North American culture stresses decisiveness, speed, and the individual selection of alternatives. Other cultures place less emphasis on individual choice than on developing implementations that work. The most important impact of culture on decision making concerns which issues are elevated to the status of problems solvable with the firm.
issues. Monitor ethical performance. Reward ethical behavior. Publicize ethical efforts.
Introduction
Vision where you are heading Mission defines your fundamental purpose(s) Goals specific measurable components aligned with mission and vision statements Objective action step taken in order to meet goals
Vision
Describes the direction you are heading Is brief Idealistic and imaginative Writing:
Ask yourself where you want to go and what you want to become.
Mission
Principles by which you operate/ Piurpose of organization Mission Statement should include:
Who your company is, What you do What you stand for And why you do it
Identify major themes that the words and phrases represent Use themes to write your mission statement
Goals
A goal is a broad statement about what is to be accomplished. A Goal statement should be measurable and should:
Begin with To Be realistic Requires action To operate a women's softball league during the summer of 2007.
Writing:
Ask yourself what you need to do in order to achieve your mission and vision Think about what you need to accomplish in order to get where you want to be
Objectives
Individual action steps Address specific goals Usually multiple objectives are written for each goal Objectives are SMART ( specific, measurable, achievable, realistic and timerelated Writing:
Look at each goal and list the action steps that must occur in order to achieve the goal.
Example
Goal: To increase appreciation of Latin music amongst the participants Objective: Participants will listen to 20 different Latin songs, create a play list with 5 different artists, identify 5 different rhythms,
Practice of MBO
MBO is often achieved using set targets. MBO introduced the SMART criteria: Objectives for MBO must be SMART Several managers have employed this management technique and have applied it to their company. Mukesh Ambani is an advocate of MBO Objectives need quantifying and monitoring. Reliable management information systems are needed to establish relevant objectives and monitor their "reach ratio" in an objective way. Pay incentives (bonuses) are often linked to results in reaching the objectives
Organizational culture
Organizational culture, or corporate culture, comprises the attitudes, experiences, beliefs and values of an organization. It is defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.
Types of Conflicts
Conflicts within an Individual Conflicts between Individuals Conflicts between Individual & Group Conflicts between Groups Conflicts between Organizations
Sources of Conflict
Competition for limited resources Diversity of Goals Task Interdependency Differences in Values & Perception Management & Labor Conflict Organizational Ambiguity Introduction of Change Mergers & Acquisition Aggressive Nature of People
Organizational Change
Organizations face numerous forces for change because they are open systems that need to adapt to changing environments. Some current environmental dynamics include computer technology, globalization, competition and demographics.
Organizational Change
Almost all organizational change efforts face one or more forms of employee resistance. The main reasons why people resist change are:
Self-interest Fear of the Unknown Differing Perceptions Suspicion Conservatism
Managing Change Requires Looking at AllPast History in Putting Change in Place the Dimensions
Degree of Sponsorship Authenticity of Sponsorship (Walk the Talk?) Organizational and Individual Current Stress Who Will Be Impacted by the Change Cultural Fit of the Change Addressing Whats in It for Me Communication of the Change and Its Progress Skill Sets of the Change Agents
Organizational Structure
The ways in which an organization divides it tasks and then coordinates them. One of the key concepts underlying organizational structure is division of labor.
Organization design management decisions and actions that result in a specific organization structure.
1. Managers decide how to divide the overall task into successively smaller jobs 2. Managers decide the bases by which to group the jobs 3. Managers decide the appropriate size of the group reporting to each superior 4. Managers distribute authority among the jobs
Low
Basis
Departmentalization:
Homogeneous
Number
Heterogeneous
Span of Control:
Few
Many
Delegation
Authority:
High
Low
Division of Labor
Division of labor concerns the extent to which jobs are specialized It is the process of dividing work into relatively specialized jobs to achieve advantages of specialization
3. Vertical plane
e.g., hierarchy of authority from lowest-level manager to highest-level manager
Delegation of Authority
Managers decide how much authority should be delegated to each job and to each jobholder Delegation of authority process of distributing authority downward in an organization
1. Managers must be trained to make the decisions that go with delegated authority 2. Many managers are accustomed to making decisions and resist delegating authority to their subordinates
3. Administrative costs are incurred because new control systems must be developed to provide top management with information about the effects of subordinates decisions
(1 of
2) How routine and straightforward are the jobs or units required decisions? The authority for routine decisions can be centralized Are individuals competent to make the decision? Even if the decision is non-routine, if the local manager is not capable, then the decision should be centralized Delegation of authority can differ among individuals depending upon each ones ability to make the decision
Departmentalization process in which an organization is structurally divided by combining jobs in departments according to some shared characteristic or basis.
Departmentalization Bases
Functional
Geographic
Product
Customer
A major disadvantage is that organizational goals may be sacrificed in favor of departmental goals
Engineering
Reliability
Finance
Public Relations
Manufacturing
Distribution
Human Resources
Purchasing
Northeast
Midwest
Southeast
Southwest
Pacific
Commercial Appliances
Automotive Products
Retail Stores
Mail Order
On-Line Sales
Institutional Sales
Government Contracts
Managerial Communication
Your success in business will depend upon your ability to communicate The workplace is much more diverse and complex than it was just a few decades ago, and it requires more sophisticated management communication skills.
Gender Diversity
During the past two decades, much has been written about how men and women communicate differently: Are men more assertive than women? Do women show more social support and sympathy to colleagues? Do men and women provide different types of feedback? Do leadership styles of men and women differ? Do women convey a different nonverbal message with the same gesture? Do men use space differently with other men than with women? Do men and women use different persuasive strategies
Cultural Diversity
Managers must be able to communicate with other managers and employees of all cultural backgrounds. Minorities accounted for over 30% of the new entrants in the U.S. work force between 2000 and 2005 The concentration of minorities varies by geographic area.
Sending Messages
Use of symbols in communication
How is business communication symbolic? What symbols do we use to communicate our intended message?
Receiving Messages
For effective communication to occur, another person must accurately interpret the messages you display Misunderstandings and miscommunications are inevitable, but how can we minimize them?
Limit distractions Seek specifics Paraphrase Familiarize yourself with others and their situations Find ways to make the message meaningful
Establishing Relationships
We establish relationships along two primary dimensions: dominant-subordinate and coldwarm Dominating is an attempt to control communication; subordinating is yielding control
Managerial Communication
Memo From Director General to Manager: Today at 11 O'clock There Will Be a Total Eclipse of the Sun. This Is When the Sun Disappears Behind the Moon for Two Minutes. As This Is Something That Cannot Be Seen Every Day, Time Will Be Allowed for Employees to View the Eclipse in the Car Park. People Should Meet in the Car Parking Area at Ten to Eleven, When I Will Deliver a Short Speech Introducing the Eclipse, and Giving Some Background Information. Safety Goggles Will Be Made Available at a Small Cost. Memo From Manager to Department Head: Today at Ten to Eleven, All Staff Should Meet in the Car Parking Area. This Will Be Followed by a Total Eclipse of the Sun, Which Will Disappear for Two Minutes. For a Moderate Cost, This Will Be Made Safe With Goggles. The Director General Will Deliver a Short Speech Beforehand to Give Us All Some Background Information. This Is Not Something That Can Be Seen Every Day.
Managerial Communication
Memo From Department Head to Floor Manager: The Director General Will Today Deliver a Short Speech to Make the Sun Disappear for Two Minutes in an Eclipse. This Is Something That Can Not Be Seen Every Day, So People Will Meet in the Car Parking Area at Ten or Eleven. This Will Be Safe, If You Pay a Moderate Cost. Memo From Floor Manager to Supervisor: Ten or Eleven Staff Are to Go to the Car Parking Area, Where the Director General Will Eclipse the Sun for Two Minutes. This Doesn't Happen Every Day. It Will Be Safe, but It Will Cost You. Memo From Supervisor to Workers: Some Workers Will Go to the Car Parking Area Today to See the Director General Disappear. It Is a Pity This Doesn't Happen Every Day!
Behavioral Dynamics
Group dynamics
Group dynamics is the study of groups, and also a general term for group processes. Groups develop a number of dynamic processes that separate them from a random collection of individuals. These processes include norms, roles, relations, development, need to belong, social influence, and effects on behavior
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