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?

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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 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 Help You Apply What You Learn

Features That Foster Skill Development

Self-assessments Behavior Modeling videos Behavior Modeling training Skill Builder exercises

Opening cases Organizational examples Work Applications Applying the Concept Objective cases Video cases Ethics and Social Responsibility features Internet exercises

Exhibit 19
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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.

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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. Be Successful in our Community, Religious, Social, Professional, Recreational and Other Organizations. Become Leaders for a Just and Humane World
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Society Needs Leaders and Team Players

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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 Technical Human and communication (Teaming) Conceptual and decision-making skills

Management 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

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Copyright 2006 Thomson Business and Economics. All rights reserved.

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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.
19

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Copyright 2006 Thomson Business and Economics. All rights reserved.

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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 Monitor, disseminator, and spokesperson Entrepreneur, disturbance handler, resource allocator, and negotiator
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Informational

Decisional

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Ten Roles Managers Play

Managers play various roles as necessary while performing their management functions so as to achieve organizational objectives.
Exhibit 14
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Copyright 2006 Thomson Business and Economics. All rights reserved.

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Differences Among Managers

The Three Levels of Management
Top managers CEO, president, or vice president Sales manager, branch manager, or department head Middle managers First-line managers

Crew leader, supervisor, head nurse, or office manager

Non-management operative employees Workers in the organization who are supervised by first-line managers.

Individual Contributors (ICs)

Professionals/Specialists/Technicians (Knowledge Workers)

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Management Levels and Functional Areas

SOME ORGANIZATIONS FLIP THIS CHART UPSIDE DOWN

INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

Exhibit 15
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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.

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Management Skills and Functions

Differences among management levels in skill needed and the functions performed:

Planning

Controlling

Organizing

Exhibit 16
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Leading

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Copyright 2006 Thomson Business and Economics. All rights reserved.

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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
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Differences between Large and Small Businesses (contd)

ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
Exhibit 17 contd
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New Workplace Issues and Challenges

Technology and Speed Networking and Boundaryless Relationships Globalization and Diversity

Ethics and Social Responsibility

Knowledge, Learning, Quality, and Continuous Improvement Knowledge Management Change, Creativity, Innovation, and Entrepreneurship
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Participative Management, Empowerment, and Teams

GENERATIONAL DIFFERENCES

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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.
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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.

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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 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 decisionmaking 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. leading b. organizing d. controlling

3. Which of the management functions is stressed most in the case study? a. planning c. leading b. 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
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Copyright 2006 Thomson Business and Economics. All rights reserved.

Microsoft Case
7. 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 conceptual b. conceptual rather than technical c. a balance of both 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?
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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

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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

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Back Up Slides

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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.

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Learning Outcomes (contd)

8. Define the following key terms: manager managers resources performance management skills technical skills human and communication skills conceptual and decisionmaking skills management functions planning organizing leading controlling management role categories levels of management types of managers knowledge management

Copyright 2006 Thomson Business and Economics. All rights reserved.

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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

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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
Authority and power in organizations Worker participation, conflict resolution, and shared goals
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Chester Barnard

Mary Parker Follett

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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

Theory X and Theory Y
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Douglas McGregor

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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.

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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.

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Comparing Theories
Classical
Attempts to develop the best way to manage in all organizations by focusing on the jobs and structure of the firm.

Behavioral
Management Science Systems Theory Sociotechnical Theory Contingency Theory

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. Recommends focusing on the integration of people and technology. Recommends using the theory or the combination of theories that best meets the given situation.
Exhibit AP12

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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?

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