senior outcomes seminar (bu385) management. what is management? a set of activities planning and...
Post on 21-Dec-2015
213 views
TRANSCRIPT
What is Management?A set of activitiesplanning and decision making, organizing, leading, and controlling
Directed at an organization’s resources human, financial, physical, and information
With the aim of achieving organizational goals in an efficient and effectivemanner.
Basic Purpose of Management
EFFICIENTLYUsing resources wisely andin a cost-effective way
EFFECTIVELYMaking the right decisions andsuccessfully implementing them
What is a Manager? Someone whose primary
responsibility is to carry out the management process.
Someone who plans and makes decisions, organizes, leads, and controls: human, financial, physical, and information resources.
The Management Process
Planning and Decision Making Setting an organization’s goals and selecting a course of
action from a set of alternatives to achieve them.
Organizing Determining how activities and resources are grouped.
Leading The set of processes used to get organizational
members to work together to advance the interests of the organization.
Controlling Monitoring organizational progress towards goals.
An Integrative Framework of Management Perspectives
Systems Approach• Recognition of internal
interdependencies• Recognition of
environmental influences
Contingency Perspective• Recognition of the situational
nature of management• Response to particular
characteristics of situation
ClassicalManagementPerspectivesMethods forenhancingefficiency andfacilitating planning,organizing, andcontrolling
BehavioralManagementPerspectivesInsights for moti-vating performanceand understandingindividual behavior,groups and teams,and leadership
QuantitativeManagementPerspectivesTechniques forimproving decisionmaking, resourceallocation, andoperations
Effective and efficient management
Classical Management Perspective
Scientific Management Concerned with improving the performance
of individual workers (i.e., efficiency). Grew out of the industrial revolution’s labor
shortage at the beginning of the twentieth century.
Administrative Management A theory that focuses on
managing the total organization.
Scientific Management
Frederick Taylor (1856–1915) Replaced old methods of how to do work with
scientifically-based work methods to eliminate “soldiering,” where employees deliberately worked at a pace slower than their capabilities.
Believed in selecting, training, teaching, and developing workers.
Used time studies of jobs, standards planning, exception rule of management, slide-rules, instruction cards, and piece-work pay systems to control and motivate employees.
Classical Management Perspective
Administrative Management Theory Focuses on managing the whole organization rather
than individuals. Henri Fayol (1845–1925)
Was first to identify the specific management functions of planning, organizing, leading, and controlling.
Max Weber (1864–1920) His theory of bureaucracy is based on a rational set
of guidelines for structuring organizations.
Behavioral Management Perspective
Behavioral Management Emphasized individual attitudes and
behaviors, and group processes, and recognized the importance of behavioral processes in the workplace.
Hawthorne Studies (1927–1932) Mayo: founder of human relations
The Hawthorne Studies (1927–1932)
Conducted by Elton Mayo and associates at Western Electric Illumination study —workplace lighting adjustments
affected both the control and the experimental groups of production employees.
Group study—implementation of piecework incentive plan caused production workers to establish informal levels of acceptable individual output.• Over-producing workers were labeled “rate busters”
and under-producing workers were considered “chiselers.”
Behavioral Management Perspective
Human Relations Movement Grew out of the Hawthorne studies. Proposed that workers respond primarily
to the social context of work, including social conditioning, group norms, and interpersonal dynamics.
Assumed that the manager’s concern for workers would lead to increased worker satisfaction and improved worker performance.
Behavioral Management Perspective
Abraham Maslow Advanced a theory that employees are
motivated by a hierarchy of needs that they seek to satisfy.
Douglas McGregor Proposed Theory X and Theory Y
concepts of managerial beliefs about people and work.
Organizational Behavior
A contemporary field focusing on behavioral perspectives on management. Draws on psychology, sociology, anthropology,
economics, and medicine. Important topics in organizational behavior
research: Job satisfaction and job stress Motivation and leadership Group dynamics and organizational politics Interpersonal conflict The structure and design of organizations
Quantitative Management Perspective
Quantitative Management Emerged during World War II to help
the Allied forces manage logistical problems.
Focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems.
Quantitative Management Perspective
Management Science Focuses on the development of
representative mathematical models to assist with decisions.
Operations Management Practical application of management
science to efficiently manage the production and distribution of products and services.
The Systems Perspective of Organizations
Inputs from theenvironment:material inputs,human inputs,financial inputs, andinformation inputs
Transformationprocess: technology,operating systems,administrativesystems, andcontrol systems
Outputs intothe environment:products/services,profits/losses,employee behaviors,and informationoutputs
Feedback
The Contingency Perspective
Universal Perspectives Include the classical, behavioral, and quantitative
approaches. An attempt to identify the “one best way” to manage
organizations. The Contingency Perspective
Suggests that each organization is unique. The appropriate managerial behavior for
managing an organization depends (is contingent) on the current situation in the organization.
Decision Making and the Planning Process
The Planning Process
Strategic goals Strategic plans
Tactical goals
Operational goals Operational plans
The organization’s mission
The Environmental Context
• Purpose • Premises • Values • Directions
Tactical plans
Kinds of Goals By Level
Mission statement is a statement of an organization’s fundamental purpose.
Strategic goals are goals set by and for top management of the organization that address broad, general issues.
Tactical goals are set by and for middle managers; their focus is on how to operationalize actions to strategic goals.
Operational goals are set by and for lower-level managers to address issues associated with tactical goals.
SWOT Analysis
Strengths Weaknesses Opportunities Threats
MissionAn organization’s fundamental purpose
Best Strategies
SWOT AnalysisTo formulate strategies that support the mission
Those that support the mission and• exploit opportunities and strengths• neutralize threats• avoid (or correct) weaknesses
Internal AnalysisStrengths(distinctivecompetencies)
Weaknesses Threats
External AnalysisOpportunities
Managing Diversification BCG Matrix
A method of evaluating businesses relative to the growth rate of their market and the organization’s share of the market.
The matrix classifies the types of businesses that a diversified organization can engage as:• “Dogs” have small market shares and no growth
prospects.• “Cash cows” have large shares of mature
markets.• “Question marks” have small market shares in
quickly growing markets.• “Stars” have large shares of rapidly growing
markets.
Organizational Structure
The Nature of Organizing Job Specialization Grouping Jobs: Departmentalization
The Bureaucratic Model of Organization Design
Situational Influences on Organization Core Technology Environment Organization Size and Life Cycle
Alternatives to Specialization
Job Rotation Systematically moving employees from one job to
another. Most frequent use today is as a training device for skills and flexibility.
Job Enlargement An increase in the total number of tasks workers
perform. Job Enrichment
Increasing both the number of tasks the worker does and the control the worker has over the job.
Establishing Reporting Relationships
Chain of Command A clear and distinct line of authority among the positions
in an organization. Unity of Command
• Each person within an organization must have a clear reporting relationship to one and only one boss.
Scalar Principle• A clear and unbroken line of authority
must extend from the bottom to the top of the organization.
Work-Related Attitudes
Job Satisfaction or Dissatisfaction An attitude that reflects the extent to which an
individual is gratified or fulfilled by his or her work. Job Satisfaction and Work Behaviors
Job satisfaction is influenced by personal, group, and organizational factors.
Satisfied employees are absent from work less often, make positive contributions, and stay with the organization.
Dissatisfied may experience stress which disrupts coworkers.
Work-Related Attitudes
Job Satisfaction and Work Behaviors High levels of job satisfaction do not
necessarily lead to high job performance.
Work-Related Attitudes
Organizational Commitment An attitude that reflects an individual’s identification
with and attachment to an organization. Organizational Commitment and Work Behaviors
Employee commitment strengthens with an individual’s age, years with the organization, sense of job security, and participation in decision making.
Committed employees have highly reliable habits, plan a longer tenure with the organization.
Motivation
The Nature of Motivation Content Perspectives on Motivation
The Need Hierarchy Approach The Two-Factor Theory Individual Human Needs (nAch, nAff)
Process Perspectives on Motivation Expectancy Theory Equity Theory Goal-Setting Theory
Process Perspectives on Motivation
Porter-Lawler Extension of Expectancy Theory
Intrinsicrewards(outcomes)
PerformancePerceivedequity Satisfaction
Extrinsicrewards(outcomes)
Figure 10.5Source: Edward E. Lawler III and Lyman W. Porter, “The Effect of Performance on Job Satisfaction,” Industrial Relations, October 1967, p. 23. Used with permission of the University of California.
Popular Motivational Strategies Empowerment and Participation
Empowerment• The process of enabling workers to set their own work goals, make
decisions, and solve problems within their sphere of influence. Participation
• The process of giving employees a voice in making decisions about their work.
Areas of Participation for Employees• Making decisions about their jobs.• Participating in decision making about broader issues of product
quality.
Using Reward Systems toMotivate Performance
Designing Effective Reward Systems Reward system must meet an individual’s
needs. Rewards should compare favorably with
other organizations. Distribution of rewards must be perceived to
be equitable. Reward system must recognize different
needs.
Using Reward Systems toMotivate Performance
Popular Approaches to Rewarding Employees Traditional systems
• Fixed hourly or monthly rate. Merit systems
• Employees get different pay raises at the end of the year based on overall job performance.
Incentive systems• Employees get different pay amounts at each pay
period in proportion to what they do (e.g., piece-rate pay plans).
Using Reward Systems toMotivate Performance
Popular Approaches (cont’d) Profit sharing plans
• Provides bonus based to corporate profits. Gainsharing
• All group members get bonuses when performance targets are exceeded.
Lump sum bonuses• One-time reward, not an increase in base.
Pay-for-knowledge• Pay the individual rather than the job.
Leadership
The Nature of Leadership The Meaning of Leadership Leadership Versus Management Power and Leadership
The Search for Leadership Traits Leadership Behaviors
Michigan Studies Ohio State Studies Leadership Grid
Situational Approaches to Leadership LPC Theory
Leadership
Situational Approaches to Leadership (cont’d) Path-Goal Theory The Leader-Member Exchange Approach
Related Perspectives on Leadership Substitutes for Leadership Charismatic Leadership Transformational Leadership
Types of Power in Organizations
Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company. Used with permission.
The Nature of LeadershipPower and Leadership
Power: ability to affect the behavior of others.•Legitimate power is granted through the organizational hierarchy.
•Reward power is the power to give or withhold rewards.•Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat.
•Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma.
•Expert power is derived from the possession of information or expertise.
Groups
Groups and Teams in Organizations Types of Groups and Teams Why People Join Groups and Teams Stages of Group and Team Development
Characteristics of Groups and Teams Role Structures Behavioral Norms Cohesiveness Formal and informal Leadership
Groups and Teams in Organizations
Functional Group A permanent group created to accomplish a number of
organizational purposes within an indefinite time horizon.
Informal or Interest Group A group created by its own members for purposes that
may or may not be relevant to organizational goals. Task Group
A group created by the organization to accomplish a relatively narrow range of purposes within a stated time horizon.
Groups and Teams in Organizations
Team A group of workers who function as a
unit, often with little or no supervision, to carry out work-related tasks, functions, and activities.
Sometimes are called self-managed teams, cross-functional teams, or high performance teams.
Stages of Group Development(Tuchman)
Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright © 1994 by Houghton Mifflin Company. Used with permission.
Characteristics of Teams Role
The part an individual plays in helping the group reach its goals.• Task-specialist—role concentrating on
getting the group’s tasks accomplished.• Socioemotional role—providing social
and emotional support to others on the team.
Characteristics of Teams
Cohesiveness The extent to which members are loyal and
committed to the group; the degree of mutual attractiveness within the group.
Factors That Influence Group Cohesiveness
Factors That Increase Cohesiveness
Factors That Reduce Cohesiveness
Intergroup competition
Personal attraction
Favorable evaluation
Agreement on goals
Interaction
Group size
Disagreement on goals
Intragroup competition
Domination
Unpleasant experiences