1

Supervisory ProblemsTRDE 4349

Instructor: Lawrence E. Wagoner (713) 743-4052 Bldg T2 - Rm 380

TA: Amy Chiu (713) 620-1696 (pgr)

camy@bayou.uh.edu

Text: Management - 6th Edition

Schermerhorn

2

The Dynamic New Workplace

• What is an Organization?

A collection of people working together in a division of labor to achieve a common purpose.

• Organizations as Systems A system is a collection of interrelated parts that

function together to achieve a common purpose.

3

The Dynamic New Workplace

• Open Systems

It is helpful to view organizations as open systems that interact with their environments in the continual process of transforming resource inputs into product outputs in the form of finished goods and/or services.

4

Organizations as Open Systems

Resources Inputs

People

Money

Materials

Technology

Information

Workflows turn

resources into outputs

Transformation process

Product Outputs

Finished goods and/or services

Customer Feedback

The environment provides:

The organization creates:

The environmentconsumes:

5

Productivity and Organizational Performance

• Productivity A summary measure of the quantity and quality of

work performance with resource utilization considered.

Productivity may be expressed as success in two dimensions of organizational performance -

Effectiveness and Efficiency

6

Productivity and Organizational Performance

• Performance Effectiveness An output measure of task or goal

accomplishment.

• Performance Efficiency A measure of the resource cost associated with

goal accomplishment.

7

The Changing Nature of Organizations

• Total Quality Management

Is managing with an organization-wide commitment to continuous work improvement, product quality, and meeting customer needs completely.

A deliberate and conscious effort to gain a competitive advantage through exceptional quality and customer service.

8

Managers and Management

• Manager Someone responsible for the work

performance of one or more other persons in an organization.

• Management Formally defined as planning, organizing,

leading, and controlling the use of resources to accomplish performance goals.

9

Managers and Management

• Effective Managers Utilize organizational resources to achieve both

high levels of task performance and high levels of personal satisfaction among people doing the required work.

10

Types of Managers

• Top Managers Ensure that major performance objectives are set

and accomplished in accord with the organization’s purpose.

• Middle Managers Interpret high-level directions into plans and

action guidelines for subordinates, pass information up the hierarchy to keep tom management informed, and work with peers to coordinate sub-unit activities.

11

Types of Managers

• First-Line Managers Also know as team leaders or supervisors, they

report to middle managers and directly supervise non-managerial workers.

• Line Managers Directly contribute to the production of the

organization’s basic goods or services.

• Staff Managers Use special technical expertise to advise and

support line workers.

12

Types of Managers

• Functional Managers Responsible for one area of activity, such as

finance, marketing, production, personnel, accounting, or sales.

• General Managers Responsible for complex organizational units that

include many areas of functional activity.

• Administrators A manager who works in a public or non-profit

organization.

13

Key Managerial Responsibilities

• Plan meetings and work schedules.

• Clarify goals and tasks and gather ideas for improvement.

• Appraise performance and counsel team members.

• Recommend pay increases and new assignments.

• Recruit, train, and develop team members…….

.

14

Key Managerial Responsibilities

• Encourage high performance and teamwork.

• Inform team members about organizational goals and expectations.

• Inform higher levels of team needs and accomplishments.

• Coordinate with other teams and support their work effort.

15

The Manager’s Challenge

To fulfill an Accountability to superiors for work-unit performance, while depending on the efforts of subordinates to make this performance possible.

Accountability being the requirement of one person to answer back to another person and show results achieved for assigned duties.

16

Managerial Accountability Personal Satisfaction For Workers

Generally expressed as the Quality of Work Life or the overall quality of Human experiences in the work place.

• Adequate and Fair Pay.• Safe and Healthy Working Conditions.• Opportunity to Learn and Use New Skills.• Room to Grow and Progress.• Protection of Individual Rights.• Pride in the Work Itself and, Pride in the Organization.

17

Managerial Accountability Workforce Diversity

Managers are supposed to value diversity( the demographic differences among members of the workplace) and help everyone work to their full potential.

Managers must strive to maintain a work environment that is free of prejudice, discrimination, and unlawful harassment.

18

Customers and Clients

Operating Workers

Team Leaders and Managers

Top Mgrs

Support

Support

Support

The Upside-Down View of Organizations

Ultimate beneficiaries of the organizations efforts

19

Functions of Management

• Planning

Determining what is to be achieved, setting goals, and identifying appropriate action steps.

• Organizing

Allocating human and material resources in appropriate combinations to implement plans.

20

Functions of Management

• Leading

Guiding the work efforts of other people in directions appropriate to action plans.

• Controlling

Involves monitoring performance, comparing results to goals, and taking corrective action.

21

Managerial Roles

• Interpersonal Figurehead, leader, liaison - all involving

interactions with others.

• Informational Monitor, disseminator, spokesperson - involves

giving, receiving, and analyzing information.

• Decisional Entrepreneur, disturbance handler, resource

allocater, negotiator - involves making decisions to solve problems and/or take advantage of opportunities.

22

Managerial Realities

• Long Hours

• Intense Pace

• Fragmented and Varied Tasks

• Multiple Communication Media

• High Level of Interpersonal Contacts

23

Managerial Agendas and Networks

• Agenda Setting

Involves managers efforts to develop action priorities for their jobs that include goals and plans spanning long and short time frames.

• Networking

The process of building and maintaining positive relationships with people whose cooperation may be needed to implement one’s work agenda.

24

Managerial Skills and Competencies

• Technical Skills The ability to apply in one’s work a special

proficiency or expertise to a method, process, or procedure.

• Human Skills The ability to work well in cooperation with other

persons.

• Conceptual Skills• One’s analytical and diagnostic capabilities.

25

Personal Competencies for Managerial Success

• Leadership• Self-objectivity• Analytic Thinking• Behavioral Flexibility• Oral Presentations

• Written Communication• Personal Impact• Resistance to Stress• Tolerance for Uncertainty

A Commitment to Life-long Learning

26

Managers and the Challenges Ahead

• The Global Economy

• Ethics and Social Responsibility

• Workforce Diversity

• Employment Values and Human Rights

• Information and Technological Change

• High Performance Expectations