Chapter 1 Managing Today PDF

# Managing Today ## 1. The Myth of Management * A common misconception is that only those who want to be managers need to take a course in management. ## 2. Debunking the Myth * **Anyone who works in an organization, not just managers, can gain insights into how organizations work and the beha...

# Managing Today ## 1. The Myth of Management * A common misconception is that only those who want to be managers need to take a course in management. ## 2. Debunking the Myth * **Anyone who works in an organization, not just managers, can gain insights into how organizations work and the behaviors of their boss and coworkers by taking a course in management.** ## 3. The Common Sense Myth * The study of management is not simply common sense. * **Extensive research has revealed insights that contradict common sense perceptions about management.** ## 4. Learning Outcomes * **1-1** Tell who managers are and where they work. * **1-2** Define management. * **1-3** Describe what managers do. * **1-4** Explain why it's important to study management. * **1-5** Describe the factors that are reshaping and redefining management. * **1-6** Describe the key employability skills gained from studying management. ## 5. What Managers Do * Organizations are made up of three characteristics: **goals, people, and structure.** * Management is the process of getting things done **effectively and efficiently.** * Efficiency means doing a task correctly and getting the most output from the least amount of input. * Effectiveness means doing the right things to reach the organization's goals. * There are three approaches to describing what managers do: * **Functions Approach:** identifies four core managerial functions: **planning, organizing, leading, and controlling.** * **Roles Approach:** identifies manager's roles through interpersonal relationships, information transfer, and decision making. * **Skills/Competencies Approach:** identifies managerial skills, such as **conceptual, interpersonal, technical, and political.** ## 6. Why Study Management? * **Organizations need managers to get things done.** * Managers are crucial for ensuring **employee satisfaction and engagement.** * Studying management can improve your understanding of how organizations operate and enhance your employability skills. ## 7. Factors Reshaping and Redefining Management * The business world is constantly changing and managers are navigating these changes in the following areas: * **Customers:** providing excellent customer service. * **Innovation:** implementing new ideas to meet changing market demands. * **Social Media:** integrating social media to communicate and manage employees effectively. * **Sustainability:** adopting environmentally friendly practices and social initiatives. ## 8. Key Employability Skills * The key employability skills gained from studying management are: * **Critical Thinking** * **Communication** * **Collaboration** * **Knowledge Application and Analysis** * **Social Responsibility** * **Political Adeptness** ## 9. Importance of Talented Managers * The quality of the relationship between employees and their managers is a **critical factor** in **employee engagement and productivity.** ## 10. Early Management * **Early management** refers to organized endeavors directed by people responsible for planning, organizing, leading, and controlling. * **3000-2500 BCE:** Management existed in ancient Egypt, as seen in the construction of the pyramids. * **1400s:** Management practices were developed in the shipyards of Venice. * **1776:** Adam Smith published "The Wealth of Nations" and argued for the economic benefits of the **division of labor.** * **1780s-Mid 1800s:** The Industrial Revolution led to the emergence of the corporation and the need for managers to manage the organization. ## 11. Classical Approaches * **Classical Theories:** focused on developing rules and principles applicable to a variety of organizational settings. * **1911:** The year Frederick Winslow Taylor published "Principles of Scientific Management" - ushering in a new era of using **scientific methods** to improve efficiency. * **1916-1947:** Henri Fayol developed **General Administration Theory**, focusing on what constitutes good management, including **14 principles of management.** * **Division of Work** * **Authority** * **Discipline** * **Unity of Command** * **Unity of Direction** * **Subordination of Individual Interests to the General Interest** * **Remuneration** * **Centralization** * **Scalar Chain** * **Order** * **Equity** * **Stability of Tenure of Personnel** * **Initiative** * **Esprit de Corps** * **Max Weber** argued for **bureaucracy** as an ideal organizational structure. ## 12. Diversity Perspective * The classical theories were developed by **white male** thinkers. * The importance of **diverse perspectives on management** is highlighted by individuals like: * **Madam C.J. Walker:** a self-made millionaire who revolutionized the African American hair care industry. * **Charles Clinton Spaulding:** a prominent black business leader who emphasized effective management practices, employee development, diversity, and social responsibility. * **Kiichiro Toyoda:** founded Toyota Motor Company and introduced the Toyota Production System, focusing on optimizing production processes rather than maximizing speed. * **Prudencio Unanue and Joseph A. Unanue:** transformed Goya Foods from a small family-owned business into the largest Latino-owned food distributor in the United States. ## 13. Behavioral Approach * **The Behavioral Approach:** focused on the actions of workers, specifically **how to motivate and lead employees to achieve high levels of performance.** * **Late 1700s-Early 1900s:** Robert Owen, Hugo Munsterberg, and Mary Parker Follett emphasized the importance of **human behavior** in organizational success. * **1924 - Mid 1930s:** The **Hawthorne Studies**, conducted at the Western Electric Company, revolutionized management thinking by revealing the importance of **group dynamics** and **the impact of the observer.** * **1930s - 1950s:** The **Human Relations Movement** emphasized the importance of **employee satisfaction** and offered suggestions for improvement. * **Abraham Maslow** developed the **hierarchy of needs motivational theory.** * **Douglas Mcgregor** developed **Theory X and Theory Y,** which shed light on manager's assumptions about employee motivation. * **1960s - Today:** The focus on human behavior within organizations continued with the emergence of **Organizational Behavior (OB).** ## 14. The Quantitative Approach * **The Quantitative Approach:** focused on applying statistics, optimization models, information models, computer simulations, and other quantitative techniques to improve decision-making and streamline managerial activities. * **1940s:** The **use of quantitative techniques** for military problems during World War II and the subsequent application of these tools in business. * **1950s:** Japanese companies embraced the **Total Quality Management (TQM)** approach based on the philosophies of W. Edwards Deming and Joseph M. Juran, emphasizing continuous improvement and customer needs. ## 15. Contemporary Approaches * **Contemporary Approaches:** focused on the external environment's influence on organizations, shifting away from a purely internal focus. * **1960s:** The **systems approach** viewed organizations as open systems, meaning that they are affected by and interact with their environment. * **1960s - Present:** The **contingency (or situational) approach** emerged, acknowledging that organizations, employees, and situations are different and require different management styles. ## 16. Management History Timeline * The timeline highlights the evolution of management thinking from the early focus on **classical approaches** to the later focus on **behavioral and contemporary approaches.**