MGT 3100 Management & Behavioral Sciences- Module 1

4 levels of management

1)Top managers •Make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it. 2)Middle managers •Implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them. 3)First-line managers •Make short-term operating decisions, directing the daily tasks of nonmanagerial personnel. Ex: Donielle supervises the food assembly line workers. 4)Team leader •Responsible for facilitating team activities toward achieving key results.

THREE TYPES of MANAGERIAL ROLES

1. Interpersonal roles: •Interact with people inside and outside their work units. •Figurehead, leader, liaison. 2. Informational roles: •Receive and communicate information. •Monitor, disseminator, spokesperson. 3. Decisional roles: •Use information to make decisions to solve problems or take advantage of opportunities. Entrepreneur, disturbance handler, resource allocator, negotiator

The SKILLS EXCEPTIONAL MANAGERS NEED

1. Technical skills: The job-specific knowledge needed to perform well in a specialized field. 2. Conceptual skills: The ability to think analytically, to visualize an organization as a whole and understand how the parts work together. 3. Human skills (soft skills): The ability to work well in cooperation with other people to get things done; the ability to motivate, to inspire trust, to communicate with others.

The manager's roles: Mintzberg's useful findings

1.A manager relies more on verbal than on writtencommunication. 2.A manager works long hours at an intense pace. 3.A manager's work is characterized by fragmentation, brevity, and variety.

Lillian and Frank Gilbreth

1.Applied some ideas for improving efficiency to raising their 12 children. 2.Identified 17 basic motions and applied them to work processes (bricklaying, for example) to determine whether the tasks could be done more efficiently. 3.Demonstrated they could eliminate motions while reducing fatigue for some workers.

Six ways to develop career readiness:

1.Build self-awareness. 2.Learn from educational activities. 3.Model others possessing the targeted competencies. 4.Learn from on-the-job activities. 5.Seek experience from student groups and organizations. Experiment.

Three keys to success

1.It is your responsibility to manager your career. 2.Personal reflection, motivation, commitment, and experimentation are essential. 3.Success is achieved by following a process: series of actions or steps followed to bring about a desired result.

CHALLENGES to BEING an EXCEPTIONAL MANAGER

1.Managing for competitive advantage. 2.Managing for information technology. -Ex: John wants his salespeople to use Salesforce.com to improve their sales 3.Managing for diversity. 4.Managing for globalization. 5. Managing for ethical standards. 6. Managing for sustainability. 7. Managing for happiness and meaningfulness.

EARLY BEHAVIORISM

1.Organizations should be operated as communities. 2.Conflicts should be resolved by managers and workers talking over differences and finding solutions that would satisfy both parties. 3.The work process should be controlled by workers with relevant knowledge; managers are facilitators.

Taylor's principles of scientific management

1.Scientifically study each part of the task. 2.Carefully select workers with the right abilities. 3.Give workers the training and incentives to do the task properly. 4.Use scientific principles to plan the work methods.

Management

1.The pursuit of organizational goals efficiently and effectively. 2.Integrating the work of people. 3.Planning, organizing, leading, and controlling the organization's resources. •To be efficient means to use resources—people, money, raw materials, and the like—wisely and cost-effectively. •To be effective means to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goals.

Total Quality Management (TQM)

A comprehensive approach dedicated to continuous quality improvement, training, and customer satisfaction. 1.Make continuous improvement a priority. 2.Get every employee involved. 3. Listen to and learn from customers and employees. 4.Use accurate standards to identify and eliminateproblems.

MARY PARKER FOLLETT

A social worker and social philosopher, she made very important contributions to the fields of civics and sociology. - EARLY BEHAVIORISM

Mutual-benefit organizations

Aiding members in order to advance their interests (for example, political parties, farm cooperatives, labor unions, trade associations, clubs).

Career readiness

Career readiness represents the extent to which you possess the knowledge, skills, and attributes desired by employers. According to employers, the three largest gaps are: 1.Critical/analytical thinking. 2.Written communication. 3.Locating, organizing, and evaluating information. Knowledge Task-Based/Functional Demonstrated ability to apply academic and practical knowledge in pursuit of organizational and individual goals/assignments. Knowledge Information Technology Application Effective use of IT and learning new applications as needed. Knowledge Cross-Cultural Competency Awareness of cross-cultural differences; respect for diverse cultures, races, ages, genders, and religions; and demonstrated openness, inclusiveness, and ability to interact with diverse people. Knowledge Computational Thinking Ability to use numbers to distill abstract concepts and conduct data-based reasoning. Ability to work with and interpret Big Data. Knowledge Understanding the Business Understanding of the company's business and strategies and the needs of stakeholders, and ability to see how your work fits into the larger organizational puzzle. Knowledge New Media Literacy Ability to develop, evaluate, and use new media forms, and to apply these media for persuasive communication. Ability to stay up-to-date with the latest media trends and leverage them in the interest of the organization. Soft Skills Critical Thinking/Problem Solving Sound reasoning to analyze situations, make decisions, and solve problems. Ability to obtain, interpret, and analyze both qualitative and quantitative information while creatively solving problems. Soft Skills Oral/Written Communication Ability to effectively express your thoughts, ideas, and messages to diverse people in oral and written form. Public speaking skills and ability to write/edit emails, letters and technical reports. Soft Skills Teamwork/Collaboration Ability to work effectively with and build collaborative relationships with diverse people, work within a team structure, and manage interpersonal conflict. Soft Skills Leadership Skill at influencing a group of people to achieve common goals. Ability to motivate, coach, and develop others. Soft Skills Decision Making Ability to collect, process, and analyze information in order to identify and choose from alternative solutions that lead to optimal outcomes. Soft Skills Social Intelligence Ability to connect with others in a meaningful way, to recognize and understand another person's feelings and thoughts and to use this information to stimulate positive relationships and beneficial interactions. Soft Skills Networking Ability to build and maintain a strong, broad professional network of relationships. Soft Skills Emotional Intelligence Ability to monitor your emotions and those of others, to discriminate among them, and to use this information to guide your thinking and behavior. Attitudes Ownership/Accepting Responsibility Willingness to accept responsibility for your actions. Attitudes Self-Motivation Ability to work productively without constant direction, instruction, and praise. Ability to establish and maintain good work habits and consistent focus on organizational goals and personal development. Attitudes Proactive Learning Orientation Desire to learn and improve your knowledge, soft skills, and other characteristics in pursuit of personal development. Attitudes Showing Commitment Willingness to support others and positively work toward achieving individual and company goals. Attitudes Positive Approach Willingness to accept developmental feedback, to try and suggest new ideas, and to maintain a positive attitude at work. Attitudes Career Management Ability to proactively manage your career and identify opportunities for professional development. Professionalism/Work Ethic Accountability and positive work habits such as punctuality, time management, appropriate dress and appearance, and willingness to go beyond a job description or ask for help when needed. Demonstrated integrity, ethical behavior, and concern for the greater good. Resilience Ability to bounce back from adversity and to remain motivated when confronted with challenges. Personal Adaptability Ability and willingness to adapt to changing situations. Self-Awareness A realistic view of your strengths and weaknesses relative to a specific job and context, and the ability to create and implement a personal development plan. Service/Others Orientation Willingness to put the needs of others over self-interests. Openness to Change Flexibility when confronted with change, ability to see change as a challenge, and willingness to apply new ideas, processes, or directives. Generalized Self-Efficacy Confidence in your ability to perform across a variety of situations.

Closed systems vs. Open Systems

Closed Systems: Organizations that have little interaction with their environment. Open systems: Organizations that continually interact with their environment; have the potential to produce synergy.

SIX SIGMA and ISO 9000

DMAIC •Series of steps called Define, Measure, Analyze, Improve, and Control. DFSS (Design for Six Sigma) •Managers can employ to create new products or processes. Variation on the original approach that focuses on problem solving and process improvement.

MANAGING for ETHICAL STANDARDS

Ethical behavior is not just a nicety. •In 2008, Bernie Madoff confessed to a $50 billion Ponzi scheme, and sentenced to 150 years in prison. •Former Tyco International CEO Dennis Kozlowski served prison time for grand larceny, securities fraud, and tax evasion. •WorldCom head Bernard Ebbers is serving 25 years for fraud.

Sustainability

It is the economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs. •An apparently changing climate has brought the issue of being "green" to increased prominence. •A number of companies—from PepsiCo to Walmart to UPS—have recognized that corporations have a responsibility to address the causes of climate change.

Hugo Munsterberg (1863 to 1916)

Known as the Father of Industrial Psychology. 1.Study jobs and determine which people are best suited to specific jobs. 2.Identify the psychological conditions under which employees do their best work. 3.Devise management strategies to influence employees to follow management's interests. - EARLY BEHAVIORISM

MANAGING for HAPPINESS and MEANINGFULNESS

Many people agree that being a manager doesn't make them happy. Why do you think that is? Research shows that a sense of meaningfulness in your life is associated with better health, work and life satisfaction, and performance. Build meaning into your life by: •Identify activities you love doing. •Find a way to build your natural strengths into your personal and work life. Go out and help someone.

CLASSICAL VIEWPOINT: SCIENTIFIC MANAGEMENT

Pioneered by Frederick W. Taylor and the Gilbreths in the early 1900s, scientific management •Emphasized the scientific study of work methods to improve the productivity of individual workers. - In the early 1900s, American engineer Frederick Taylor and American industrial engineers (and married couple) Frank and Lillian Gilbreth were proponents of a method called "scientific management. "It emphasized the study of work methods, such as performing motion and time studies on workers to discover ways to make their work habits and actions more productive. Scientific management is based in the classical viewpoint, which assumes that people are rational.

Quality Management Viewpoint

Quality •Total ability of a product or service to meet customer needs. Quality control •The strategy for minimizing errors by managing each stage of production. Quality assurance •Focuses on the performance of workers, urging employees to strive for "zero defects."

Functional manager

Responsible for just one organizational activity. •For example, director of finance, vice president of production.

MANAGING for DIVERSITY

The future won't resemble the past. Consider: •Non-Hispanic whites are projected to decrease from 62% of the population in 2014, to 43% in 2060. •In 2030, nearly one in five U.S. residents is expected to be 65 and older. •In the coming years there will be a different mix of women, immigrants, and older people in the general population, as well as in the workforce.

DOUGLAS MCGREGOR - THEORY X VERSUS THEORY Y

Theory X •Represents a pessimistic, negative view of workers. •Workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led. Theory Y •Represents an optimistic, positive view of workers. •Workers are considered capable of accepting responsibility, self-direction, self-control, and being creative.

HOW to BUILD a LEARNING ORGANIZATION

To create a learning organization, managers must perform three key functions or roles: 1.Build a commitment to learning. 2.Work to generate ideas with impact. 3.Work to generalize ideas with impact.

MANAGING YOUR CAREER READINESS

To demonstrate that you understand a business, you should learn the following 7 things about a company before showing up for an interview: 1.The company's missions and vision statements. 2.The company's core values and culture. 3.The history of the company. 4.Key organizational players. 5.The company's products, service, and clients. 6.Current events and accomplishments. Comments from current or previous employers.

The PROBLEM with the CLASSICAL VIEWPOINT

Too mechanistic: Tends to view humans as cogs within a machine, not taking into account the importance of human needs. - The classical viewpoint emphasizes a mechanistic approach to management, but does not take into account human needs. Behavioral theory addressed this problem, which we'll see in a moment.

Management Process

planning, organizing, leading, controlling

Taylor ("father of scientific management")

was looking for a way that managers could eliminate a common behavior called soldiering ("underachieving" or "loafing") whereby workers would deliberately work at less than full capacity. Taylor conducted motion studies, in which he would study the motions of workers (moving pig iron at a steel company, for example) to find opportunities to reduce steps and increase productivity. Taylor was not very popular in his time, however he was able to demonstrate that productivity in workers could be improved by the following steps: 1. Evaluate a task by scientifically studying each part of the task (not using old rule-of-thumb methods) 2. Carefully select workers with the right abilities for the task 3. Give workers the training and incentives to do the task with the proper work methods 4. Use scientific principles to plan the work methods and ease the way for workers to do their jobs

Organization

•A group of people who work together to achieve some specific purpose. •Managers operate within many types of organizations.

Quantative Viewpoints

•Application to management of quantitative techniques, such as statistics and computer simulations. •Includes: 1. Management science. 2. Operations management

MANAGING for INFORMATION TECHNOLOGY

•By 2019, consumers worldwide are projected to spend $3.55 trillion online, double that of 2015. •Information technology has led to the growth of e-business, using the Internet to facilitate every aspect of running a business.

Behavioral viewpoint

•Emphasized the importance of understanding human behavior and motivating employees toward achievement. •Developed over three phases: 1.Early behaviorism. 2.The human relations movement. 3.Behavioral science.

Contingency Viewpoint

•Emphasizes that a manager's approach should vary according to - that is, be contingent on - the individual and the environmental situation. •Most practical because it addresses problems on a case-by-case basis.

Hawthorne effect

•Employees worked harder if they received added attention, and thought that managers cared about their welfare and that supervisors paid special attention to them. - EARLY BEHAVIORISM

Operations Management

•Focuses on managing the production and delivery of an organization's products or services more effectively. •Concerned with work scheduling, production planning, facilities location and design, and optimum inventory levels.

Management Science

•Focuses on using mathematics to aid in problem solving and decision making.

Henri Fayol (1841 to 1925)

•French engineer and industrialist. •First to identify the major functions of management. •Planning. •Organizing. •Leading. •Controlling. Coordinating. - Henri Fayol, a French engineer and industrialist, was the first to systematize management behavior, and he was the first to identify the major functions of management: planning, organizing, leading, controlling, and coordinating. The first four are still used today and provide the framework for this and most other management books.

Max Weber (1864-1920)

•German sociologist and philosopher. Believed that a bureaucracy was a rational, efficient, ideal organization based on the principles of logic. 1.A well-defined hierarchy of authority. 2.Formal rules and procedures. 3.A clear division of labor. 4.Impersonality. Careers based on merit.

Elton Mayo (1880 to 1949)

•In the late 1920s, Mayo led a Harvard research group to conduct worker productivity studies at Western Electric's Hawthorne (Chicago) plant. - EARLY BEHAVIORISM

For-profit organizations

•Making money (profits) by offering products or services.

Nonprofit organizations

•Offering services to some clients, not to make a profit (for example, hospitals, colleges, social-welfare agencies).

The Learning Organization

•Organization that actively creates, acquires, and transfers knowledge within itself and is able tomodify its behavior to reflect new knowledge. - In rigid organizations, employees often keep information to themselves. In learning organizations, workers are encouraged to share information with each other—both inside and outside their department.

Administrative management

•Proposed "Fundamental Necessities" of Management. - Administrative management is important from a historical perspective because it laid the groundwork for the way we think about organizations today. It was concerned with managing the total organization, not just individual worker tasks. •Concerned with managing the total organization.

The Human Relations Movement

•Proposed that better human relations could increase worker productivity. •Pioneered by Abraham Maslow (1908 to 1970) and Douglas McGregor (1906 to 1964).

Charles Clinton Spaulding (1874 to 1952)

•Recognized as the "Father of African-American Management." •Proposed eight "necessities" of management. •Suggested considerations such as: •The need for authority. •Division of labor. •Adequate capital. •Proper budgeting. •Cooperation. Teamwork. - Charles Clinton Spaulding was the son of a farmer and had 13 siblings. His eight 'necessities' of management came from his experiences working at his father's fields as a boy and later leadig the North Carolina Mutual Life Insurance Company.

Complexity theory - the ultimate open system

•Recognizes that all complex systems are networks of many interdependent parts that interact with each other according to certain simple rules.

Behavioral science

•Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers. •The disciplines of behavioral science include psychology, sociology, anthropology, and economics.

General manager

•Responsible for several organizational activities. •For example, executive vice president, an executive director for a nonprofit.

Competitive advantage

•The ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them. Having a competitive advantage means: 1.Being responsive to customers. 2.Innovation: finding ways to deliver better goods or services. 3.Quality: making improvements in quality so that consumers choose your product. 4.Efficiency: overstaffing and overuse of raw materials can make you less competitive.

Evidence-based Management

•Translating principles based on best evidence into organizational practice, and bringing rationality to the decision-making process. •Research should follow the scientific method. •Observe events and gather facts. •Pose a possible solution or explanation based on those facts. •Make a prediction of future events. •Test the prediction under systematic conditions.

WHY the CLASSICAL VIEWPOINT IS IMPORTANT

•Work activity was amenable to a rational approach. •Through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity. •It led to later innovations such as management by objectives, and goal setting. -The essence of the classical viewpoint was that work activity was amenable to a rational approach, that through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity. Indeed, these concepts are still in use today, the results visible to you every time you visit McDonald's or Pizza Hut. The classical viewpoint also led to such innovations as management by objectives and goal setting, which will be discussed later in the course.