Management unit 1
today's managers are...
"future facing"-design org. and culture to anticipate threats and opportunities from environment, challenge the status quo, and promote creativity, learning, adaption, and innovation
humanistic perspective
-Emphasizes the importance of understanding human behaviors, needs, and attitudes in the workplace, as well as social interactions and group processes. -three primary subfields: -The human relations movement -The human resources perspective -The behavioral sciences approach
human resource perspective
-Maintained an interest in worker participation and considerate leadership but shifted the emphasis to considering the daily tasks that people perform. -Maslow's hierarchy of needs started with physiological needs and progressed to safety, belongingness, esteem, and, finally, self-actualization. -McGregor formulated Theory X and Theory Y.
bureaucratic organizations
-Most of the concepts of bureaucratic organization was proposed by Max Weber. -Weber envisioned that organizations would be managed on an impersonal, rational basis. -Organization depends on rules and records. -Managers use power instead of personality to delegate. -The term bureaucracy has taken on a negative meaning in today's organizations, but the value of bureaucratic principles is still evident in many organizations.
Three subsets of management science:
-Operations research consists of mathematical model building and other applications of quantitative techniques. (Quants are financial managers who base their decisions on complex quantitative analysis.) -Operations management focuses on the physical production of goods and services. -Information technology focuses on technology and software to aid managers.
management over time
-The earliest focus of management (the classical perspective), well over a century ago, was on the things of production. -By the 1920s and 1930s, the needs of and positive treatment of employees were discovered as another path to efficiency and profit. -Since then, there has been a struggle to balance "the things of production" versus "the humanity of production."
management science
-also referred to as quantitative perspective -Use of mathematics, statistics, and other quantitative techniques to aid management decision making and problem solving (Enhanced by evolution of the computer)
-Weber felt that rational authority should provide the foundation for management in his:
-bureaucratic organizations approach. -Weber believed that an organization based on rational authority in his bureaucratic approach would be more efficient and better able to adapt to change.
develop conceptual skills
-experiment with new ways of ideating -ask provocative questions -push the envelope- new ideas -think long term -develop trust and stand back
from individual identity-> manager identity: -specialist;performs specific tasks-> -gets things done through own efforts-> -an individual actor-> -works relatively indedpendently->
-generalist;coordinates diverse tasks -gets things done through others -a network builder -works in highly interdependent manner
Nature of manament
-motivate and coordinate others to cope with diverse and far-reaching challenges -managers used to exercise tight control over employees -today managers are doing more with less, fully engaging employees, viewing change as natural, and inspiring people to create a collaborative and productive workplace
manager activities
-mutlitasking (shifts gears quickly) -life on speed dial (good time management skills are necessary)
common management failure
-not listening to customers -misinterpreting signals from marketplace -not building teams -inability to execute strategies -failure to comprehend and adapt to change -poor communicatoin and interpersonal skills
management involves 5 tasks:
1. set objectives- est. goals 2. organize-divide work in to manageable activities 3. motivate and communicate- create teamwork 4. measure-set targets and standards 5. develop people-recognize value of employees
management skills
3 categories: conceptual, human, technical -application of management skills changes as managers move up the hierarchy
2 important ideas in the def. of management
4 functions & attainment of organizational goals in an efficient and effective manner
customer relationship management
Companies like Amazon collect tons of data on customers, including what they buy, what else they look at, how they navigate through the web site, how much they are influenced by promotions and reviews, and so forth. The company uses algorithms that predict and suggest what a customer might be interested in buying next.
Using engagement to manage Millennials
Employee engagement means that people are emotionally involved in their jobs and are satisfied with their work conditions, contribute to meeting goals, and feel a sense of belonging and commitment.
humanistic perspective: early advocates
Mary Parker Follett (1868-1933) stressed the importance of people rather than engineering techniques and addressed ethics, power, and empowerment. Her concepts included facilitating rather than controlling employees and allowing employees to act according to the situation. Chester I. Barnard (1886-1961) contributed the concept of the informal organization, which occurs in all formal organizations and includes cliques and social groupings. Barnard argued that organizations were not machines and that informal relationships are powerful forces that can help the organization if properly managed. Barnard also contributed the acceptance theory of authority—the notion that employees have free will and can choose whether to follow management orders. Acceptance of authority can be critical to success in important situations.
historical struggle
Studying history is a way to achieve strategic thinking, see the big picture, and improve conceptual skills. vManagement practices and perspectives vary in response to social, political, and economic changes in the larger society.
classical perspective
The classical perspective emerged during the nineteenth and twentieth centuries and emphasized a rational, scientific approach to the study of management. The factory system of the 1800s faced challenges that earlier organizations had not encountered. Problems arose in tooling plants, organizing managerial structure, training non-English- speaking employees, scheduling complex manufacturing operations, and resolving strikes. These new problems and the development of large complex, organizations demanded a new perspective on coordination and control. The classical perspective contains three subfields, each with a slightly different emphasis—scientific management, bureaucratic organizations, and administrative principles.
organizational hierarchy
Top managers (ceo, corporate, VP) Middle managers (business unit head, dept. managers) first line managers (functional head- production, IT& team leaders and nonmanagerial employees- line jobs & staff jobs)
hawthorne studies
a series of experiments on worker productivity at the Hawthorne plant of Western Electric Company, Chicago. The tests were originally designed to investigate the effects of illumination on output; however, many of the tests pointed to the importance of factors other than illumination in affecting productivity. The Hawthorne studies were important in shaping ideas concerning how managers should treat workers. Early interpretations agreed that human relations, not money, caused increased output. Workers performed better when managers treated them positively. New data showed that money mattered, but productivity increased because of increased feelings of importance and group pride employees felt when they were selected for the project.
task environment: customers
acquire goods or services from the organization
external environment component 2/2: general environment
affects organizations indirectly- changes in fed regulations or an economic recession-> do not change day to day operations, but do affect all organizations eventually includes: technological, natural, sociocultural, economic, legal/political, international
general environment: natural dimension
all elements that occur naturally on earth, including plants, animals, rocks and resources such as air, water, and climate
management
attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources
management principle traditional -> new competencies: leading
autocratic-> empowering, sometimes bossless
human relations movement
based on the idea that truly effective control comes from within the individual worker rather than from strict, authoritarian control. This school of thought recognized and directly responded to social pressures for enlightened treatment of employees. The human relations movement emphasized satisfaction of employees' basic needs as the key to increased worker productivity.
external environment component 1/2: task environment
closer to the organization and directly influences its basic operations and performance includes: customers, competitors, suppliers, labor markets
Decisional roles
come into play when managers must make choices. These roles often require both conceptual and human skills.
management principle traditional -> new competencies: managing relationships
conflict and competition-> collaboration, including use of social media
management principle traditional -> new competencies: overseeing work
controller-> enabler
becoming a manager: move from being a __ to a___
doer; coordinator
internal environment includes:
elements within an organizations boundaries employees, culture, management
The leader role
encompasses the relationship with subordinates, including motivation, communication, and influence.
The liaison role
entails the development of information sources both inside and outside the organization.
why do organizations care so much about factors in the external environment?
environment creates uncertainty for organizations managers, and they must respond by designing the organization to adapt to the environment
strategic issues
events or forces either inside or outside an organization that are likely to alter its ability to achieve its objectives
tension between historical forces: focus on humanity of production
focus is on meeting human needs for greater motivation and engagement to increase effectiveness
tension between historical forces: focus on things of production
focus is on production efficiency via organization design and workflow systems and control
administrative principles
focused on the total organization rather than the individual worker. Henri Fayol (1841-1925) identified 14 principles that include the following four: Unity of command. Each employee should have only one boss. Division of work. Specialized employees produce more with the same effort. Unity of direction. Similar activities should be grouped under one manager. Scalar chain. A chain of authority extends from the top of an organization.
organizing
follows planning and reflects how the organization tries to accomplish the plan
characteristics of scientific management
general approach, contributions, and criticisms
general environment: legal/ political dimension
gov. regulations at the local, state, and fed level as well as political activities designed to influence company behavior -OSHA, EPA,
Manager C is a middle manager in corporation M. In her daily activities, her__ skills are required at a greater degree than her__ skills
human; conceptual
planning
identify goals for future organizational performance and deciding on the tasks and use of resources needed to attain them
Informational roles
include the functions used to maintain and develop an information network. The monitor role involves seeking current information from many sources.
external organizational environment
includes all elements existing outside the boundary of the organization that have the potential to affect it - includes competitors, resources, technology, and economic condition
general environment: international dimension
includes events originating in foreign countries, as well as new opportunities for US companies in other countries
general environment: technological dimension
includes scientific and tech. advancements in a specific industry, as well as in society at large
managers use several strategies to adapt to these strategic issues:
includlign business intelligence apps, attempts to influence the environment, mergers or joint ventures
what is the number one reason for manager failure
ineffective communication
Theory x
inherent dislike of works and will avoid it if possible, most people must be coerced controlled, directed, or threatened to put forth effort
leading
involves motivating entire depts. and divisions as well as those individuals working immediately under the manager
The negotiator role
involves representing the team's or department's interests during negotiation of budgets, union contracts, and purchases.
The disturbance handler role
involves resolving conflicts among subordinates, between managers, or between departments.
The figurehead role
involves the handling of ceremonial and symbolic functions for the organization.
The entrepreneur role
involves the initiation of change. Managers seek ways to solve problems or improve operations.
The spokesperson role
involves transmitting information to outsiders by such means as speeches and reports.
systems thinking
is the ability to see the distinct elements of a system or situation and the complex and changing interaction among those elements. A system is a set of interrelated parts that function as a whole to achieve a common purpose.
The disseminator role
is the opposite of the monitor role. In the disseminator role, the manager transmits information to others, both inside and outside the organization.
management principle traditional -> new competencies: designing
maintaining stability-> mobilizing for change
controlling
management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed.
conceptual skills
managers need to think analytically, understand how an organization best functions and fits the overall puzzle pieces together -strategic managers at the top mostly utilize finely tuned conceptual skills
synergy
means that the whole is greater than the sum of its parts. Individuals, groups, and organizations can accomplish more working together than working alone.
in a study of good managers conducted by google, which of the following is not found as one of good behaviors for managers
micromanage your team for greatest productivity
task environment: competitors
organizations in the same industry that provide goods or services to the same set of customers
Manager Z spends her time at the beginning of a project dividing work into manageable activities and selecting people to accomplish these tasks. This activity is part of which of a manager's five tasks?
organizing
subsytem
parts of a system that depend on one another to function. Changes in one part of the system (the organization) affect other parts.
The resource allocator role
pertains to allocating resources in order to attain desired outcomes.
who created the modern study of management
peter drucker
task environment: suppliers
provide the raw materials that the organization uses to produce the output - supply chain- network of multiple businesses and individuals that are connected through the flow of products or services
organizational effectiveness
providing a product or service that customers value
Interpersonal roles
refer to relationships with others and are related to human skills.
supply chain management
refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers.
task environment: labor market
represents people in the environment who can be hired to work for the organization
general environment: sociocultural dimension
represents the demographic characteristics, norms, customs and values of the general population -density, age, education levels-> prepare for long term success ex: social justice and social equality
general environment: economic dimension
represents the general economic health of the country or region in which the organization operates -consumer purchasing power, unemployment rate, and interest rate
role
set of expectations for managers behavior -plan, organize, lead, control
organization
social entity (2 or more people) that is goal directed and deliberately structured (tasks are divided)
technical skills
specific knowledge needed to perform a specialized skill - at the bottom of management hierarchy, managers must possess technical skills
scientific management (frederick taylor)
subfield of the classical perspective, that emphasizes scientific changes in management to improve labor productivity. However, because scientific management ignored the social context and workers' needs, it led to increased conflict and clashes between management and employees. Taylor suggested that decisions based on rules of thumb and tradition should be replaced with precise work procedures developed after careful study of individual situations. In 1898, Taylor used the unloading of iron from rail cars and reloading finished steel to calculate the correct movements and tools needed to increase productivity. Taylor worked out an incentive system that paid each man $1.85 a day instead of $1.15, and productivity shot up overnight. Although Taylor is known as the father of scientific management, his associate Henri Gantt developed the Gantt chart—a bar graph that measures planned and completed work along each stage of production by time elapsed. Frank B. and Lillian M. Gilbreth pioneered time and motion study, which stressed efficiency and the best way to do work. Although Gilbreth is known for work with bricklayers, his work had great impact on medical surgery by drastically reducing the time that patients spent on the operating table. Lillian M. Gilbreth (1878-1972) was more interested in the human aspect of work. She was a pioneer in the field of industrial psychology and made substantial contributions to human resource management. Scientific management that began with Taylor dramatically increased productivity across all industries, and it is still important today. To use this approach, managers should develop standard methods for doing each job, select workers with appropriate abilities, train workers in the standard methods, support workers and eliminate interruptions, and provide wage incentives. However, because scientific management ignores the social context and workers' needs, it can lead to increased conflict and clashes between managers and employees.
management principle traditional -> new competencies: accomplishing tasks
supervening individuals-> leading teams
organizational ecosystem
system formed by the interaction among a community of organizations in the environment - includes organizations in al the sectors of the task and general environments that provide resource and information transactions, flows, and linkages necessary for an organization to thrive
time management
techniques that enable you to get more done in less time and with better results, be more relaxed, and have more time to enjoy your work and your life
organizational efficiency
the amount of resources used to achieve an organizational goal -based on how much raw material, money, and people are necessary for producing a given volume of output -severe cost cutting to improve efficiency can sometimes hurt org. effectiveness
environmental uncertainty
uncertainty means managers dont have sufficient info about environmental factors to understand and predict environmental needs and changes - managers at large multinationals deal with thousands of factors in the external environment that create uncertainty -when external factors change rapidly, the organization experiences high uncertainty
vNonprofits need management talent
vApply the four functions of management to make social impact. vFocus more on keeping costs low. vNeed to measure intangibles like "improving public health."
vSmall businesses are growing in importance
vInadequate management skills are a threat. vThe roles for small business managers differ. vEntrepreneurs must promote the business.
vOther strategies based on behavioral science:
vMatrix organizations vSelf-managed teams vCorporate culture Management by wandering around
bossless workplace
vNobody gives orders, and nobody takes them; accountability is to the customer and the team rather than to a manager.
Fayol identified five functions of management:
vPlanning vOrganizing vCommanding vCoordinating vControlling
vWhich of the following assumptions would NOT be associated with McGregor's Theory X?
vThe use of imagination and creativity in solving problems is widely distributed in the population.
behavioral science approach
vUses scientific methods and draws from sociology, psychology, anthropology, economics, and other disciplines to develop theories about human behavior and interaction in an organizational setting. vOne specific set of management techniques based in the behavioral sciences approach is organization development (OD).
contingency view
vmeans that one thing depends on other things. vA manager's response to a situation depends on identifying key contingencies in an organizational situation. v. Management's job is to search for important contingencies in their industries, technologies, environments, and international cultures. When managers learn to identify important patterns and characteristics of their organizations, they can fit solutions to those characteristics.
big data analytics
vrefers to technologies, skills, and processes for searching and examining massive, complex sets of data to uncover hidden patterns and correlations.
social business
vrefers to using social media technologies for interacting with and facilitating communication and collaboration among employees, customers, and other stakeholders. -vSocial media programs include company online community pages, wikis, social media sites, video channels, microblogging platforms, and company online forums.
theory y
work is as natural as play or rest -use creativity and imagination
human/interpersonal skills
working with people -most important for middle managers bc they are expected to possess a great variety of soft skills- motivate, inspire, trust, communicate, network and manage human interaction
