Managers and You in the Workplace PDF

Managers and You in the Workplace Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-1 Explain why managers are important to organizations. Tell who managers are and where they work. Describe the functions, roles, and skills of managers. Describe the factors that are reshapin...

Managers and You in the Workplace Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-1 Explain why managers are important to organizations. Tell who managers are and where they work. Describe the functions, roles, and skills of managers. Describe the factors that are reshaping and redefining the manager’s job. Explain the value of studying management. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-2 Why Are Managers Important? • Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. • Managerial skills and abilities are critical in getting things done. • The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-3 Who Are Managers? • Manager – Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-4 Exhibit 1-1 Levels of Management Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-5 Classifying Managers • First-line Managers - Individuals who manage the work of non-managerial employees. • Middle Managers - Individuals who manage the work of first-line managers. • Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-6 Where Do Managers Work? • Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). • Common Characteristics of Organizations – Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-7 What Do Managers Do? • Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-8 Effectiveness and Efficiency • Efficiency • Effectiveness • “Doing things right” • Getting the most output for the least inputs – “Doing the right things” – Attaining organizational goals Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-9 The Four Management Functions • Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. • Organizing - Arranging and structuring work to accomplish organizational goals. • Leading - Working with and through people to accomplish goals. • Controlling - Monitoring, comparing, and correcting work. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-10 Management Roles • Roles are specific actions or behaviors expected of a manager. • Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-11 Three Types of Roles • Interpersonal roles – Figurehead, leader, liaison • Informational roles – Monitor, disseminator, spokesperson • Decisional roles – Entrepreneur, disturbance handler, resource allocator, negotiator Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-12 Skills Managers Need • Katz’s managerial skills include • Technical skills – Knowledge and proficiency in a specific field • Human skills – The ability to work well with other people • Conceptual skills – The ability to think and conceptualize about abstract and complex situations concerning the organization Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-13 Exhibit 1-6 Skills Needed at Different Managerial Levels Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-14 Why Study Management? • Universality of Management – The reality that management is needed • in all types and sizes of organizations • at all organizational levels • in all organizational areas • in all organizations, regardless of location Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-15 Exhibit 1-9 Universal Need for Management Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-16 Management History Module Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-17 Describe some early management examples. Explain the various theories in the classical approach. Discuss the development and uses of the behavioral approach. Describe the quantitative approach. Explain the various theories in the contemporary approach. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall MH-18 Development of Management Theories Management Theories Historical Background Scientific Mgt Gen. Administrative Theorists Quantitative Approach OB Early examples of mgt Early advocates Adam Smith Hawthorn studies Systems Approach Contingency Approach Industrial revolution Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-19 Early Management • Organizations Have Existed for Thousands of Years • Ancient Management - Egypt (pyramids) and China (Great Wall) − testifies to the existence of early management practice Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-20 Early Management • Adam Smith The Wealth of Nations in 1776 – Division of labor (job specialization) - the breakdown of jobs into narrow and repetitive tasks. • Industrial Revolution – Substituted machine power for human labor – Created large organizations in need of management Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-21 Scientific Management • Fredrick Winslow Taylor – The “father” of scientific management − Published “Principles of Scientific Management” – 1911 − The theory of scientific management • Using scientific methods to define the “one best way” for a job to be done: − Putting the right person on the job with the correct tools and equipment − Having a standardized method of doing the job − Providing an economic incentive to the worker Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-22 Scientific Management Taylor’s Four Principles of Management 1. Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method. 2. Scientifically select and then train, teach, and develop the worker. 3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. 4. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-23 Scientific Management • How do today’s managers use scientific management? − Use time and motion studies to increase productivity − Hire the best qualified employees − Design incentive system based on output Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-24 General Administrative Theory • General administrative theory - an approach to management that focuses on describing what managers do and what constitutes good management practice − Concerned with making the overall organization more effective − Developed theories of what constituted good management practice • Proposed a universal set of management functions • Published principles of management − Fundamental, teachable rules of management Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-25 Henri Fayol • Principles of management Fundamental rules of management that could be applied in all organizational situations and taught in schools Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-26 Exhibit MH-3 Fayol’s 14 Principles of Management Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-27 Exhibit MH-3 Fayol’s 14 Principles of Management (cont.) Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-28 General Administrative Theory (cont.) Max Weber’s Bureaucracy −Developed a theory of authority, structures and relations −Bureaucracy – ideal type of organization •Division of labor •Clearly defined hierarchy •Detailed rules and regulations •Impersonal relationships −Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-29 Exhibit MH-4 Characteristics of Weber’s Bureaucracy Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-30 Behavioral Approach • Organizational Behavior − Study of the actions of people at work − Early advocates • Late 1800s and early 1900s • Believed that people were the most important asset of the organization • Ideas provided the basis for a variety of human resource management programs − Employee selection − Employee motivation Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-31 The Hawthorne Studies • Hawthorne Studies - a series of studies during the 1920s and 1930s that provided new insights into individual and group behavior − Productivity experiments conducted at Western Electric from 1927 to 1932 − Experimental findings • Productivity unexpectedly increased under imposed adverse working conditions • The effect of incentive plans was less than expected − Research conclusion • Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-32 The Quantitative Approach • Quantitative approach the use of quantitative techniques to improve decision making • Also called operations research or management science • Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-33 What Exactly does Quantitative Approach do? • Focuses on improving managerial decision making by applying statistics, optimization models, information models, computer simulations, and other quantitative techniques to management activities. ▪ Linear programming, for instance, is a technique that managers use to improve resource allocation decisions. ▪ Work scheduling can be more efficient as a result of Critical-Path Scheduling Analysis. ▪ The economic order quantity model helps managers determine optimum inventory levels. • Each of these is an example of quantitative techniques being applied to improve managerial decision making. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-34 Total Quality Management (TQM) • Total quality management (TQM) - a philosophy of management that is driven by continuous improvement and responsiveness to customer needs and expectations Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-35 Contemporary Approaches • The Systems Approach • System Defined − A set of inter-related and inter-dependent parts arranged in a manner that produces a unified whole − Provides a more general and broader picture of what managers do than the other perspectives provide • Basic types of systems − Closed system, not influenced by and do not interact with their environment − Open system, dynamically interact with their environments by taking in inputs and transforming them into outputs that are distributed into their environments Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-36 Organization as an Open System Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-37 Systems Approach and Management • How does the systems approach contribute to our understanding of management? – Researchers envisioned an organization as made up of “interdependent factors, including individuals, groups, attitudes, motives, formal structure, interactions, goals, status, and authority.” What this means is that as managers coordinate work activities in the various parts of the organization, they ensure that all these parts are working together so the organization’s goals can be achieved. For example, the systems approach recognizes that, no matter how efficient the production department, the marketing department must anticipate changes in customer tastes and work with the product development department in creating products customers want—or the organization’s overall performance will suffer. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-38 The Systems Approach and Managers • Coordination of the organization’s parts is essential for proper functioning of the entire organization • Decisions and actions taken in one area of the organization will have an effect in other areas of the organization • Organizations are not self-contained and, therefore, must adapt to changes in their external environment Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-39 Contemporary Approaches • The Contingency Approach – Also sometimes called the situational approach. – There is no one universally applicable set of management principles (rules) by which to manage organizations. – Organizations are individually different, face different situations (contingency variables), and require different ways of managing. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-40 Popular Contingency Variables • Organization size – As size increases, so do the problems of coordination. • Routineness of task technology – Routine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or non-routine technologies. • Environmental uncertainty – What works best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment. • Individual differences – Individuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall 1-41