Ch. 1 Management and Organizations

Henry Mintzberg

- a well-known manager researcher, studied actual managers at work. - in his first comprehensive study he concluded that what managers do can be best described by looking at the managerial roles that engage in at work. - Managerial roles, interpersonal roles, informational roles, and decisional roles

Max Weber

A German sociologist who studies organizations, writing in the early 1900s he developed a theory of authority structures and relations based on an ideal type of organization he called bureaucracy. --recognized "ideal bureaucracy" didn't exist in reality - His theory became the structural design for many large organizations

The importance of customer

Customer: the reason the organization exists. - Managing customer relationships is the responsibility of all managers and employees - Consistent high quality customer service is essential for survival

Where do managers work?

Organizations

A manager's job is not about ________, it is about helping others to do their job.

Personal achievement

What is the managerial pyramid?

Top Managers > Middle Managers > First-Line Managers > Non-managerial employees

Universality of management means that ________.

all managers in all organizations perform the four management functions

Division of Labor (or job specialization)

breaking down jobs into narrow and repetitive tasks

General Administrative Theory

focuses more on what managers do and what constituted good management practices

Human Skills

which involve the ability to work well with other people both individually and in a group. - Because all managers deal with people, these skills are equally as important for all levels of management.

Many of today's organizations are structured more like Google, with flexible work arrangements, employee work teams, open communication systems, and supplier alliances. In these organizations, work is defined in terms of tasks to be done and work days have no time boundaries because ________.

work can be done anywhere and anytime

Important managerial skills

- Managing human capital - Inspiring commitment - Managing change - Structuring work and getting things done - facilitating the psychological and social context of work - Using purposeful networking - Managing decision-making processes - Managing strategy and innovation - Managing logistics and technology

Challenges of being a manager:

- can be a thankless job - may entail clerical type duties (paperwork) - spend significant amounts of time in meetings and dealing with interruptions - managers often have to deal with a variety of personalities and have to make do with limited resources

Rewards of being a manager:

- responsible for creating a productive work environment - recognition and status in your organization and in the community - attractive compensation in the form of salaries, bonuses and stock option.

Changes facing managers

1) Changing technology (Digitalization) > shifting organization boundaries, virtual workplaces, more mobile workforce, flexible work arrangements, empowering employees, work life-personal life balance, social media challenges 2) Increased emphasis on organizational and managerial ethics > redefined values, rebuilding trust, increased accountability, sustainability 3) Increased competitiveness > customer service, innovation, globalization, efficiency/productivity 4) Changing security threats > risk management, uncertainty over future energy sources/prices, restructured workplaces, discrimination concerns, globalization concerns, employee assistance, uncertainty over economic climate

What are common characteristics of organizations?

1) Have a "Distint Purpose" (goal) 2) Composed of people 3) Have a "Deliberate Structure"

What are the management function?

1) Planning: set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities. - defining goals, establishing strategies to achieve goals and developing plans to integrate and coordinate activities. 2) Organizing: Determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. - Arranging and structuring work to accomplish organization goals. 3) Leading: Motivate subordinates, help resolve work group conflicts, influence individuals and teams as the work, select the most effective communication channel, deal in any way with employee behavior issues - Working with and through people to accomplish goals 4) Controlling: After goals and plans are set (planning), tasks and structural arrangements put in place (Organizing) and people are hired trained and motivated (leading), there has to be an evaluation of whether things are going as planned. To ensure goals are meet and work is being done as it should be. Managers monitor and evaluate performance. - monitoring, comparing and correcting work -- actual performance is compared with the set goals and if those goals aren't achieved it is the managers job to get work back on track.

What is an Organization?

A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone)

Bureaucracy

A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations and interpersonal relationships.

Without question, the most important contribution to the developing field of organizational behavior came out of the ________.

Hawthorne Studies

Adam Smith

In 1776, published "The Wealth of Nations" in which he argued the economic advantages that organizations and society would gain from the division of labor or job specialization. - Using the pin industry as an example: Smith claimed that 10 individuals each doing a specialized task could produce about 48,000 pins a day along with them however if each person worked alone performing each task separately it would be quite an accomplishment to produce even 10 pins a day.

Scientific Management Theory

In 1911, Fredrick Winslow Taylor's "Principle of Scientific Management" was published. This book described the theory of scientific management. - the use of scientific methods to define the "one best way" for a job to be done.

Importance of innovation

Innovation: doing things differently, exploring new territories, and taking risks. - Managers should encourage employees to be aware of and act on opportunities for innovation

Behavioral Approach (Late 1700s - 1950s)

Looking at management by focusing on the organizations people (is called Organizational Behavior/OB)

Contemporary Approach (1960s - present)

Looking at what is happening in the external environment outside the boundaries of the organization Perspectives: 1) Systems theory: a basic theory in the physical sciences but had never been applied to organized human efforts. 2) Contingency theory: (sometimes called situational approach) say that organizations are different, face different situations (contingencies) and require different ways of management

Middle Managers

Manage the work of first-line managers - Can be found within the lowest and top levels of organization - May have titles such as regional managers, project leader, store manager, and division manager.

First-Line Managers

Manage the work of the non-managerial employees, who typically are involved in producing the organizations produces or servicing the organizations customers. - The lowest level of management - May be called supervisors, shift managers, district manager, department manager or office manager

What do managers do?

Management involves coordinating and oversee the work activities of others, so that their work are completed efficiently and effectively by people who are responsible for doing them.

Universality of Management

Management is needed: - in all types and sizes of organization - at all organization levels - in all organization work areas - in all organization, regardless of location

Four early advocates of the OB approach, Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard, had varied and distinct contributions, yet all believed that ________ were the most important asset of the organization.

People

Robert L. Kat

Proposed that managers need three critical skills in managing: technical, human and conceptual.

The importance of social media

Social media: a new frontier, forms of electronic communication through which users create online communities to share ideas, information, personal messages and personal content. ex: facebook, instagram, youtube, etc.

Manager

Someone who coordinates and oversee the work of other people so that organizational goals can be accomplished.

Importance of sustainability

Sustainability: company ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental and social opportunities into its business strategies.

Therbligs

The Gilbreths also devised a classification scheme to label 17 basic hand motions (such as search, grasp, hold)

Michronometer

The Gilbreths invented a device that recorded the workers hand-and-body motions and the amount of time spent doing each motion

Classical approach (1911-1945)

The first studies of management that emphasized rationality and making organization and workers as efficient as possible Two theories: 1) Scientific management theory 2) General administrative theory

Hawthorne's studies

The most important contribution to the OB field. - Started in 1924, A series of studies conducted at the Western Electric Company Works in Cicero, Illinois - were initially designed by the Western Electric industrial engineers as a scientific management experiment

Quantitative Approach (1940s - 1950s)

The use of quantitive techniques to improve decision making. - also known as management science

Which of the following is true concerning technical and managerial skills? a) Human skills remain necessary and technical-skill needs decrease as managers move to higher levels. b) Both human-skill and technical-skill needs decrease as managers move to higher levels. c) Human skills and technical skills remain equally important as managers move to higher levels. d) Technical-skill needs remain necessary and human skills decrease as managers move to higher levels.

a

Henry Fayol

a French businessman first who first purposed in the early part of the twentieth century five functions: 1) Planning 2) Organizing 3) Commanding 4) Coordinating 5) Controlling

Total Quality Management (TQM)

a management philosophy devoted to continual improvement and responding to customer needs and expectations.

System

a set of interrelated and interdependent parts arranged in a manner that produce a unified whole - two different types of systems are closed an open

According to the systems approach, effective management must ensure that ________.

all interdependent units within an organization operate together

An example of early management can be seen during the 1400s in the city of Venice, a major economic and trade center. At the Arsenal of Venice, warships were floated along the canals, where materials and riggings were added to the ship at each stop. This could be the earliest example of ________ .

an assembly line

Customer

anyone who interacts with the organizations product or services, internally or externally.

Open systems

are influenced by and do interact with their environments

Closed systems

are not influenced by and do not interact with their environments

Conceptual skills

are skill managers use to think and conceptualize about abstract and complex situations. Using these skills managers see the organization as a whole, understanding the relationships among various subunits and visualize how the organization fits into its environment - These skills are most important to top managers

Technical Skills

are the job specific knowledge and techniques needed to proficiently perform work tasks. - This skill tends to be more important for first-line managers because they typically manage employee who use tools and techniques to produce the organization products or service the organizations customers.

Which of the following identified the three essential managerial skills? a) Chambers b) Katz c) Raines d) Lewisberg

b

A good manager is someone who ________.

can set goals and plan what needs to be done to achieve those goals

If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was ________.

effective, but not efficient

Decisional roles

entail making decisions of choices and include entrepreneur, disturbance handler, resource allocator and evaluator. -- 4 decisional roles include: 1) Entrepreneur 2) Disturbance handler 3) Resources Allocator 4) Negotiator

A regional university is trying to deal with many pressures to maintain its vitality in today's educational environment. It faces many challenges that test the managers at the university. Most university programs that offer degrees through classes on the Internet are either at the associate's or graduate level. This university notices a need for programs that offer bachelor's degree. In response to this need, the university decides to offer a degree at bachelor's level. This innovative effort is an example of ________.

entrepreneurship

Principles of management

fundamental rules of management that could be applied to all organizational situations and taught in schools.

Informational roles

involve collecting, receiving and disseminating information. -- 3 informational roles include: 1) Monitor 2) Disseminator 3) Spokesperson

Interpersonal roles

involve people (subordinates and persons outside the organization) and other ceremonial and symbolic duties -- 3 interpersonal roles include: 1) Figurehead 2) Leader 3) Liaison

Effectiveness

is often described as "doing the right things" that is, doing those work activities that will result in achieving goals. Or attaining organizational goals. - refers to goal attainment -- High goal attainment (High Effectiveness)

With Frederick Winslow Taylor's Principles of Scientific Management in 1911, modern management theory was born. The book described the theory of the scientific methods to define the ________.

one best way for a job to be done

Today, the basic management functions are considered to be ________.

planning, organizing, leading, and controlling

When managers make budgeting, queuing, scheduling, quality control, and similar decisions, they typically rely on ________.

quantitative techniques

Frank and Lillian Gilbreth were among the first researchers to use motion pictures to study hand and body motion. They invented a device called a microchronometer that ________ a worker's motions and the amount of time spent doing each motion.

recorded

Efficiency

refers to getting the most output from the least amount of inputs of resources. "Getting things done" or "doing things right". - refers to resource usages -- Low resource waste (High Efficiency)

Top Managers

responsible for making organization-wide decision and establishing the plans and goals that effect the entire organization. - Typically have titles such as executive vice president, president, managing director, chief operating officer, or chief executive officer.

When today's managers analyze the basic work tasks that must be performed, use time-and-motion study to eliminate wasted motions, hire the best qualified workers for a job, or design incentive systems based on output, they are using the principles of ________.

scientific management

Managerial roles

specific action or behaviors expected of and exhibited by a manager.

Industrial Revolution

starting in the late eighteenth century when machine power was substituted for human power, it became more economical to manufacture goods in factories rather than at home. > these large efficient factories needed someone to forecast demand, ensure that enough material was on hand to make products, assign tasks to people, direct daily actives, etc. -- that "someone" was a manager

The quantitative approach involves applications of ________.

statistics, information models, and computer simulations

Which one of the following phrases is best associated with managerial conceptual skills?

using information to solve business problems