Agenda and Announcements

Agenda and Announcements Agenda and Announcements • Agenda: – – – – – – Open Discussion on Chapter “Management” Management Overview Skill Builder – 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? 1–1 Chapter Managing PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business and Economics All rights reserved Features of This Book’s Three-Pronged Approach 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 – – – – 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 Self-assessments Behavior Modeling videos Behavior Modeling training Skill Builder exercises Copyright © 2006 Thomson Business and Economics All rights reserved 1–3 Exhibit 1–9 Why Study OB & Management? 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 1–4 Why Study OB & Management? (cont’d) Why Study OB & Management? (cont’d) • The study of management builds the skills needed in today’s workplace to succeed in: – – • The study of management also applies directly to your personal life in helping you to: – – • Becoming a partner in managing your organization through participative management Working in a team and sharing in decision making and other management tasks Communicate with and interact with people every day Make personal plans and decisions, set goals, prioritize what you will do, and get others to 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 1–5 What Is a Manager’s Responsibility? 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” Copyright © 2006 Thomson Business and Economics All rights reserved 1–6 What Does It Take to Be a Successful Manager? 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 Copyright © 2006 Thomson Business and Economics All rights reserved 1–7 Exhibit 1–2 Copyright © 2006 Thomson Business and Economics All rights reserved 1–8 What Do Managers Do? 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 1–9 Economics All rights reserved Copyright © 2006 Thomson Business and Economics All rights reserved 1–10 Closing 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 Copyright © 2006 Thomson Business and Economics All rights reserved 1–30 Back Up Slides Back Up Slides Copyright © 2006 Thomson Business and Economics All rights reserved 1–31 Learning Outcomes Learning Outcomes After studying this chapter, you should be able to: Describe a manager’s responsibility List and explain the three management skills List and explain the four management functions Identify the three management role categories List the hierarchy of management levels Describe the three different types of managers Describe the differences among management levels in terms of skills needed and functions performed Copyright © 2006 Thomson Business and Economics All rights reserved 1–32 Learning Outcomes (cont’d) Learning Outcomes (cont’d) Define the following key terms: manager planning manager’s resources organizing performance leading management skills controlling technical skills management role categories human and communication skills levels of management conceptual and decisionmaking skills types of managers management functions knowledge management Copyright © 2006 Thomson Business and Economics All rights reserved 1–33 New Workplace Issues and Challenges (cont’d) New Workplace Issues and Challenges (cont’d) • 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 1–34 E-Commerce E-Commerce Copyright © 2006 Thomson Business and Economics All rights reserved 1–35 Exhibit 1–8 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 Learning Outcomes After studying this appendix, you should be able to: State the major similarities and differences between the classical and behavioral theorists Describe how systems theorists and contingency theorists differ from classical and behavioral theorists 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 1–37 Classical Theory 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 1–38 Classical Theory (cont’d) Classical Theory (cont’d) • Administrative Theory – Henri Fayol • • – Max Weber • – Bureaucracy concept Chester Barnard • – Father of Modern Management Principles and functions of management Authority and power in organizations Mary Parker Follett • Worker participation, conflict resolution, and shared goals Copyright © 2006 Thomson Business and Economics All rights reserved 1–39 Behavioral Theory 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 • – Abraham Maslow • – Hawthorne studies Hierarchy of needs theory Douglas McGregor • Theory X and Theory Y Copyright © 2006 Thomson Business and Economics All rights reserved 1–40 Management Science 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 1–41 Integrative Theories 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 1–42 Comparing Theories 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 Attempts to develop a single best way to manage in all organizations by focusing on people and making them productive Management Science Recommends using math (computers) to aid in problem solving and decision making Systems Theory 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 that best meets the given situation Copyright © 2006 Thomson Business and Economics All rights reserved 1–43 Exhibit AP1–2 Ideas on Management at Gap Ideas on Management at Gap What resources does Gap use to sell its merchandise? What management functions are performed at Gap stores? What levels and types of managers have careers at Gap? How does Gap meet new workplace issues and challenges? Copyright © 2006 Thomson Business and Economics All rights reserved 1–44