MGT 330 - Principles of Management Week 1, Fall 2024 PDF

MGT 330- Principles of Management Jonathan Canger, PhD...

MGT 330- Principles of Management Jonathan Canger, PhD Week 1, Fall 2024 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1  Agenda Introductions Class Ground Rules Review Syllabus Chapter 1 of Management ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 2 Introductions (1-2 minutes) 1. Name 2. Where you are from / where you grew up 3. Year / Major 4. Work experience 5. What you want to get out of this class 6. After U Tampa? 7. Your favorite companies / brands 8. Optional: What I should know about you ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 3 Pronouncing my last name: CAN JER ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4  Assistant Teaching Professor My Career Co-Founder & Chief Science Officer In Logos Senior Vice President, Global Talent Mgt Founder & CEO Vice President, Human Resources Practice Leader, Leadership Director, Organization Development Director, Human Resources Personnel Analyst Student ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 5  Class Ground Rules Collaborative Learning Environment Be respectful Be engaged Ask questions Manage your time well My focus: Know, Do, Be ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6  Syllabus ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 7 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 9 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10  Grade Components ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11  1. Exams Mid-term Exam 1 Chapters 1-6 Sep 17 (20%) Mid-term Exam 2 Chapters 7-12 Oct 22 (20%) Final Exam Chapters 13-16, 18 Dec 10 (20%) Exams will be 60 minutes, in-class multiple-choice / fill-in-the blank. They cover the chapter readings and one question from each of the related class lectures.(~ 35 questions) See syllabus for info on makeup exams. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 12  2. Group Company Project & Presentation (20%) Assigned to a group of 5-7 students Select a company from the 2024 Fortune 500 List (Oct 8) Written report & slides due Dec 1, 11:59 PM Presentations in class on Dec 3 and Dec 5 Choice of Company due Friday, Sep 6, 11:59 (email) Deliverables: 8 - 12 page written report 30 minute in-class presentation (inc. 10 min Q&A) Nov 25 for in-class work; No Class on Nov 28 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13  The Fortune 500 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14  The Fortune 500 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 15 3. Individual Topic Presentation (10%) Based on Pecha Kucha format (pechakucha.org) 15 slides 20 seconds each Lots of examples on YouTube Submit a one page summary and your slides By 11:59 PM the day BEFORE your presentation ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16 Individual Topic Presentation Topics and Dates ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17 4. MindTap Required Readings & Learn It (5%) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 18  Assignments – Cengage/Mindtap (NOTE: Three chances to answer; records highest score. Will drop one assignment) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19  5. Participation / Attendance (5%) Attendance is a prerequisite to participation May be in-class assignments that will count toward participation Example: What’s in the news? – and tie that back to concepts in the book and class. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 20  Know, Do, Be What will make you successful after your time here? “Knowing your stuff” Being a critical thinker Being on time and present Delivering quality on time Being able to communicate and present Being able to work in a team Being a respectful member of the organization ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 21  Upcoming Class Schedule ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22  Questions? ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 23  Management, 12e Chapter 1: Management ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 24  Management LO 1-1: Describe what management is. Getting work done through others There are two main areas of focus when dealing with management: − Efficiency: Getting work done with minimum effort, expense, or waste − Effectiveness: Accomplishing tasks that help fulfill organizational objectives Key to an organization’s success ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 28 1.1 The Four Functions of Management LO 1-2: Explain the four functions of management. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 29  Four Functions of Management Planning - involves determining organizational goals and a means for achieving them. “What business are we in?” Organizing - is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company. “How will the company be organized? By product/service? By geography? By customer type?” Leading - involves inspiring and motivating workers to work hard to achieve organizational goals. “Why should employees want to join, stay, and strive to achieve results?” Controlling (Executing) - is monitoring progress toward goal achievement and taking corrective action when progress isn’t being made. “How are we doing? What do we need to adjust? How are our KPI’s? ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30  Exercise: An Early Case Study Planning - involves determining organizational goals and a means for achieving them. Organizing - is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the organization. Leading - involves inspiring and motivating workers to work hard to achieve organizational goals. Controlling (Executing) - is monitoring progress toward goal achievement and taking corrective action when progress isn’t being made. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 31 Class Exercise: Early Case Study of Management ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 32  Debrief: Early Case Study ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 33  Debrief: An Early Case Study Study Mammoths – What / where do they eat? Get one away from herd Build a trap; get it cornered One person distracts, others attack from back Are there any that are slower / weaker? Throw rocks on it from above. Faster people become scouts / distractors Make sure enough spears to throw and hold Better climbers become lookouts Stronger members become “rock throwers” Leave some to defend home Assign someone to watch for other tribes/predators Strongest, most aggressive becomes leader Alpha beats up those who don’t follow rules MVP gets to eat first / take biggest chunk home Perform a role or don’t eat Perform a role or don’t eat Another tribe may come Herd may try to protect our target Other predators may come Too many members may get hurt Scavengers may com ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 34  Kinds of Managers LO 1-3: Describe different kinds of managers. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 35  Kinds of Managers LO 1-3: Describe different kinds of managers. Top managers Middle managers First-line managers Team leaders ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 36  Top Managers Executives responsible for the overall direction of the organization Responsible for creating: − Context for change − Employee buy-in − Positive organizational culture via language and action (Railroads vs. Transportation , Monster.com, Who Framed Roger Rabbit) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 37 Question: Do Top Managers Impact An Organization’s Value? ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 38 Q: Do Top Managers Impact Org. Value? The Stock Market’s View: In the 1980s and 1990s, GE was widely regarded as the best US executive training ground. Between 1989 and 2001, these 20 GE senior leaders left GE and moved into CEO roles at new companies. Q: What was the average impact of their CEO announcement on the total value of the stock of their new companies? ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 39 Q: Do Top Managers Impact Org. Value? The Stock Market’s View: In the 1980s and 1990s, GE was widely regarded as the best US executive training ground. Between 1989 and 2001, these 20 GE senior leaders left GE and moved into CEO roles at new companies. Q: What was the average impact of their CEO announcement on the total value of the stock of their new companies? A: 17/20 had initial positive impacts on stock price, for an average gain in market capitalization of + $1.1Billion ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 40 Q: Do Top Managers Impact Org. Value? Actual Performance Impact?: Q: What was the actual impact of their leadership on their companies’ performance? (vs. expected / industry averages) A: From - 30% (Tom Rogers, Primedia, 1999) to + 61% (Steve Bennett, Intuit, 2000) (3-year ‘annualized abnormal returns’) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 41  Middle Managers Responsible for: − Setting objectives consistent with top management’s goals − Planning and allocating resources to meet objectives − Linking and coordinating divisions within a firm − Monitoring and managing the performance of the subunits and individual managers − Implementing strategies developed by top managers ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 42  First-Line Managers Responsible for managing the performance of entry-level employees − Entry-level employees - Responsible for producing a company's goods and services Responsibilities include: − Monitoring − Teaching − Short-term planning Encourage and reward the performance of their workers ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 43  Team Leaders Responsible for facilitating team activities toward goal accomplishment Help team members: − Plan and schedule work − Learn problem-solving methods − Work effectively with each other Foster internal and external relationships ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 44 Kinds of Managers – The Leadership Pipeline ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 45  Managerial Roles LO 1-4: Explain the major roles and subroles that managers perform in their jobs. 1. Interpersonal role 2. Informational role 3. Decisional role ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 46  Managerial Role 1: Interpersonal Roles LO 1-4: Explain the major roles and subroles that managers perform in their jobs. Figurehead role: Managers perform ceremonial duties Leader role: Managers motivate and encourage workers to accomplish organizational objectives Liaison role: Managers deal with people outside their units ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 47  Managerial Role 2: Informational Roles Monitor role: Managers scan their environment for information, contact others for information, and receive unsolicited information Disseminator role: Managers share collected information with their subordinates and others in the company Spokesperson role: Managers share information with people outside their departments or companies ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 48  Managerial Role 3: Decisional Roles Entrepreneur role: Managers adapt themselves, their subordinates, and their units to change Disturbance handler role: Managers respond to pressures and problems that demand immediate attention and action Resource allocator role: Managers decide who gets what resources and in what amounts Negotiator role: Managers negotiate schedules, projects, resources, goals, outcomes, and employee raises ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 49  Discussion: Which Roles & Subroles Will Be Impacted by AI? 1. Interpersonal role Figurehead, Leader, Liaison 2. Informational role Monitor, Disseminator, Spokesperson 3. Decisional role − Entrepreneur, Disturbance handler, Resource Allocator, Negotiator ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 50  Managerial Skills (slide 1 of 2) LO 1-5: Assess managerial potential, based on what companies look for in managers. 1. Technical skills: Specialized procedures, techniques, and knowledge required to get the job done − Essential for team leaders and lower-level managers 2. Human skills: Ability to work well with others − Essential at all levels of management ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 51  Managerial Skills (slide 2 of 2) 3. Conceptual skills − Seeing the organization as a whole − Understanding how the different parts affect each other − Recognizing how the company fits into or is affected by its external environment 4. Motivation to manage − Ability to motivate employees (If you don’t like managing people, don’t go into management) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 52  1.4 Management Skills ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 53 1.5 Top Ten Mistakes Managers Make LO 1-6: Recognize the top mistakes that managers make in their jobs. 1. Insensitive to others: abrasive, intimidating, bullying style 2. Cold, aloof, arrogant 3. Betrays trust 4. Overly ambitious: thinking of next job, playing politics 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 54 Top Mistakes – A Personality View. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 55  Derailers / “Dark Side” Negative traits that can come out when people are tired or under stress.. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 56 1.6 Stages in the Transition to Management LO 1-7: Describe the transition that employees go through when they are promoted to management. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 57 Competitive Advantage Through People ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 58  1.7 Competitive Advantage through People: Management Practices (slide 1 of 4) LO 1-8: Explain how and why companies can create competitive advantage through people. 1. Employment Security Employment security is the ultimate form of commitment companies can make to their workers. Employees can innovate and increase company productivity without fearing the loss of their jobs. 2. Selective Hiring If employees are the basis for a company’s competitive advantage, and those employees have employment security, then the company needs to aggressively recruit and selectively screen applicants in order to hire the most talented employees available. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 59  1.7 Competitive Advantage through People: Management Practices (slide 2 of 4) 3. Self-Managed Teams and Decentralization Self-managed teams are responsible for their own hiring, purchasing, job assignments, and production, and often produce enormous increases in productivity through increased employee commitment and creativity. Decentralization allows employees closest to (and most knowledgeable about) problems, production, and customers to make timely decisions. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 60  1.7 Competitive Advantage through People: Management Practices (slide 3 of 4) 4. High Wages Contingent on Organizational Performance High wages are needed to attract and retain talented workers and to indicate that the organization values its workers. Employees, like company founders, shareholders, and managers, who have a financial stake in their companies are more likely to take a long-run view of the business and think like business owners. 5. Training and Skill Development Like a high-tech company that spends millions of dollars to upgrade computers or research and development labs, a company whose competitive advantage is based on its people must invest in the training and skill development of its people. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 61  1.7 Competitive Advantage through People: Management Practices (slide 4 of 4) 6. Reduction of Status Differences A company should treat everyone, no matter what the job, as equal. The result is improved communication as employees focus on problems and solutions rather than on how they are less valued than managers. 7. Sharing Information If employees are to make decisions that are good for the long-term well-being of the company, they are informed about costs, finances, productivity, development times, and strategies that was previously known only by company managers. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 62  Competitive Advantage Through People Produces substantial advantages in: − Sales & revenues (i.e., “the top line”) − Profits (i.e., “the bottom line”) − Stock market returns − Employee and customer satisfaction Discussion: So, why aren’t all companies trying to pay more, give out stock, be transparent about company financials, give people input into their jobs, offer more training, etc.?) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 63  Summary Chapter 1 Now that the lesson has ended, you should have learned how to: 1. Describe what management is. 2. Explain the four functions of management. 3. Describe different kinds of managers. 4. Explain the major roles and subroles that managers perform in their jobs. 5. Assess managerial potential based on what companies look for in managers. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 64  Summary (2 of 2) Now that the lesson has ended, you should have learned how to: 6. Recognize the top mistakes that managers make in their jobs. 7. Describe the transition that employees go through when they are promoted to management. 8. Explain how and why companies can create competitive advantage through people. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 65  Management, 12e Chapter 2: The History of Management ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 67  Learning Outcomes By the end of this chapter, you should be able to: 1. Explain the origins of management. 2. Explain the history of scientific management.. 3. Explain the origins of human relations management and the Hawthorne Studies. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 68 Groups for Group Presentations ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 69  Exhibit 2.1 Management Ideas and Practices throughout History LO 2-1: Explain the origins of management. Time Individual or Planning Organizing Leading Controlling Contributions to Management Thought and Practice Group 5000 BCE Sumerians x Written record keeping 4000 BCE Egyptians x x x Planning, organizing, and controlling to build the pyramids; submitting to requests in writing; making decisions after consulting staff for advice 2000 BCE 1800 BCE Hammurabi x Controls and using witnesses in legal cases 600 BCE Nebuchadnezzar x x Wage incentives and production control 500 BCE Sun Tzu x x Strategy and identifying and attacking opponents’ weaknesses 400 BCE Xenophon x x x x Management as separate art 400 BCE Cyrus x x x Human relations and motion study 175 Cato x Job descriptions 284 Diocletian x Delegation of authority 900 al-Farabi x Leadership traits 1100 Ghazali x Managerial traits 1418 Barbarigo x Different organizational forms/structures 1436 Venetians x Numbering, standardization, and interchangeability of parts 1500 Sir Thomas x Critique of poor management and leadership More 1525 Machiavelli x x Cohesiveness, power, and leadership in organizations ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 70  Scientific Management LO 2-2: Explain the history of scientific management. Scientific management is the thorough study and testing of different work methods to identify the most efficient way to complete a job Notable contributors to the field: − Frederick W. Taylor, the father of scientific management (efficiency) − Frank and Lillian Gilbreth (efficiency) − Henry Gantt (effectiveness) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 72  Frederick W. Taylor Considered the father of scientific management, he was a manager at the end of the nineteenth century who dealt with numerous issues, including: − Soldiering: when workers deliberately slow their pace or restrict their work output − Rate buster: a group member whose work pace is significantly faster than the normal pace in his or her group To address this, Taylor conducted time studies to determine what could be considered a fair day's work. He timed how long it would take a worker to complete a part of their job. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 73  Frank and Lillian Gilbreth Husband and wife team who employed motion study to simplify work and improve productivity − Motion study: breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive (Process Flow) − Used motion-picture films, a relatively new technology, to analyze jobs − Example: McDonald’s ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 75  Frank and Lillian Gilbreth- Motion Study Restaurants Restaurants 1. Greet table 1. Greet table & take drink order 2. Take drink order 2. Bring drinks to table, ask if any 3. Bring drinks to table questions about menu, & take food order 4. Ask if any questions about menu 3. Bring food to table & take drink order 5. Take food order (again) 6. Bring food to table 4. Check on the food & bring drinks to 7. Take drink order (again) table 8. Check on the food 5. Remove plates & bring bill 9. Bring drinks to table 6. Take credit card from table, charge 10. Remove plates credit card, return credit card & say 11. Bring bill goodbye 12. Take credit card from table 13. Charge credit card 14. Return credit card 15. Say goodbye ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 76  Henry Gantt Developed the Gantt chart – − Gantt chart: a graphical chart that shows which tasks must be completed at which times in order to complete a project or task − One of first to recommend training and development of workers ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 77  Exhibit 2.3 Gantt Chart for Starting Construction on a New Headquarters 23 Sep 30 Sep 7 Oct 14 Oct 21 Oct 28 Oct 4 Nov 11 Nov 18 Nov to to to to to to to to to Tasks Weeks 29 Sep 6 Oct 13 Oct 20 Oct 27 Oct 3 Nov 10 Nov 17 Nov 25 Nov Interview and select Architect by architectural firm October 7 Hold weekly planning Planning with meetings with architects architects by November 4 Obtain permits and Permits and approval from city approval by November 11 Begin preparing site for Site preparation construction done by November 18 Finalize loans and Financing financing finalized by November 18 Begin construction Start building ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 78  Administrative Management: Henri Fayol French manager from the late nineteenth century who contributed to the field of management Best known for developing five functions of managers: − planning, organizing, coordinating, commanding, and controlling Developed 14 principles of management ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 79  Case Study: Western Electric Hawthorne Plant Cicero, Illinois (West Chicago), opened in 1906 First fireproof manufacturing facility; 40,000 employees; Five million square feet Manufactured everything for the Bell System, AT&T (Phones to Radar) 1928 Scientific Management Study found “unusual results” ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 80 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 81 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 82 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 83  Western Electric Hawthorne Plant Illumination study – Control vs. Experimental Group (brighter lights) Performance increased in both groups (!) Mayo and Rothlisberger from Harvard brought in, separated a group of assemblers into a small room, and varied different conditions (lighting, temperature, humidity, etc.) Result: Output increased no matter how conditions were varied. In fact, even when conditions were returned to what they had been before, productivity remained 25 percent above its original value. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 84  Western Electric Hawthorne Plant The start of the Human Relations Movement Recognition that teams were important Notion that involving employees in decisions that affect them could yield higher performance "...the eager human desire for cooperative activity still persists in the ordinary person and can be utilized by intelligent and straightforward management.“ (Elton Mayo) ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 85  Human Relations Management LO 2-4: Explain the history of human relations management. Focuses on people and sees them as valuable organizational resources in their own right Workers’ efforts, motivation, and performance are affected by the work they do and their relationships with their bosses, coworkers, and work groups ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 86  Hawthorne Studies Like the “Placebo Effect”, the “Hawthorne Effect” found that just the act of taking an interest in employees could have a positive impact on their performance. ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 87 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 88 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 89 ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 90  Next Up Complete Ch1 and Ch2 readings and “Learn It” in MindTap by Friday at 11:59 (Ideally) Read Ch 3 and Ch 4 before next Tue and Thurs Sign up for Individual Topic presentation if not done already Select A Fortune 500 Company for your Group Presentation by next Thursday ©2022 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 91