Introduction Management Organization Society

Process of leading and directing all or part of an organization through the deployment and manipulation of resources. A formal group of people with one or more shared goals. Self-reproducing group of individuals occupying a particular territory, which may have its own distinctive culture and institutions. Society = Human society. A community of people. Task People

Successful managers bring ___ & ___ together

Task and people. Management Process Hewlett-Packard -Actively sought to be an egalitarian work setting where Reading: How did individuals can develop their capabilities, stretch themselves, and encourage each other to develop cutting-edge technology. HP gain a -Set up largely autonomous divisions, which are bound competitive together by shared values and high performance goals. Each advantage division mapped out their own strategies and took responsibility for their own decisions. -Culture control. Talked a lot about values. -Decentralized. Fostered an open environment. -Open to/encouraged innovation. -Dedication to quality. -Workforce diversity. Shows the importance of corporate culture. A diagnostic tool that gets everybody on the same page. Planning: set goals and deciding how to achieve them. Need to look inward and outward to get full picture. Organizing: allocate and arrange human and nonhuman resources so that plans can be carried out. Recruit and hire right staff. First analyze job requirements to identify what kinds of people you need. Leading: influence other to engage in the work behaviors necessary to reach organizational goals. Includes communicating with workers, motivating organization, and encouraging necessary levels of change and innovation. Get people into the right teams. Communicate effectively. Embody organizational values.

Managerial Process Four major functions of the managerial process

Mintzberg- Work Methods

Controlling: regulate organizational activities so that actual performance conforms to expected organizational standards and goals. Monitor activities. Unrelenting Pace: never stop for a moment. Brevity, Variety, and Fragmentation: handle a wide variety of things, very quickly, and in fragments. Verbal Contacts and Networks: managers prefer verbal communication. Heavily rely on networks (a set of cooperative relationships with individuals whose help is needed). Implications of these findings- managers need a strong network of contacts in order to have influence and operate effectively. Interpersonal: develop and maintain positive relationships with significant others. Informational: receiving and transmitting information so that they always know exactly what s going on. Decisional: make significant decisions that affect the organization. Technical Skills: understanding of and proficiency in a specialized field. Human Skills: ability to work well with others, both as a member of a group and as a leader. Conceptual Skills: ability to visualize org as a whole, discern interrelationships among organizational parts, and understand how the organization fits into the wider context of the industry, community, and world. Judith Arron is constantly working, going to meetings, seeing people. Even though her workday is from 9am 6:30pm, she is back for concerts and shows. Pretty much works six days a week plus two or three concerts/shows. Effectiveness: ability to choose appropriate goals and achieve them. Efficiency: ability to make the best use of available resources in the process of achieving goals.

Key Managerial Roles

Key Management Skills

Carnegie Hall Case

How to achieve high performance

Managerial positions on a vertical dimension

Vertical Dimension: Hierarchical Levels First-Line Supervisor. Directly responsible for the work of operating Managers/ employees (non-managerial). Responsible of seeing day-to-day Supervisors operations run smoothly. 4 Major Functions- Leading, controlling. Key Management Skills- Technical, human. Middle Managers Manager , Director , Department Head , Chief , etc. Responsibilities include seeing over other middle managers or first-line managers, sometimes operating personnel. Main responsibility is to implement overall org plans so that goals are achieved. 4 Major Functions- Planning, organizing, controlling. Key Management Skills- Some technical, human. Top Managers CEO , Executive Vice President , Senior VP etc. Responsible for entire organization. Known as executives. Oversee overall planning for org, work at some degree with middle managers in implementing planning, and maintaining overall control over progress in org. Report to board of directors. 4 Major Functions- Planning, organizing, controlling. Key Management Skills- Conceptual, human. On a horizontal General manager, functional manager, project manager. dimension Entrepreneurial Idea Champion: generates new ideas or believes in value of a Role new idea and supports it in the face of obstacles. Sponsor: recognizes the org significance of an idea, obtains the necessary funding for development, and facilitates actual implementation. Orchestrator: high-level manager who articulates the need for innovation, provides funding, and creates incentives. Reciprocity Exchanging with others for mutual benefit.

Network Building Harley-Davidson

Identify allies, know their needs and interests, know your strengths and weaknesses, look for win-win transactions.

Managerial Roles and Responsibilities Key Managerial Interpersonal Roles Informational Decisional Interpersonal Figurehead- ceremonial duties. Greets and tours dignitaries. Roles Routine- with little serious communication. But necessary to ensure smooth daily operations. Leader- responsible for the people in their unit. Hiring and training staff. Motivate and encourage. Liaison- manager makes contacts outside the vertical chain of command. Managers spend as much time with people outside their units as they do with their own subordinates. Very little time with superiors. Informational Monitor- scanning the environment for information. Roles Disseminator- passing privileged information to subordinates or else they would have no access to it. Spokesperson- sends info to people outside of unit. Decisional EntrepreneurDisturbance Handler- involuntarily responding to pressures. (The change is beyond the manager s control, and the pressure of the situation is too great. Manager must act. Manager must maintain harmony.) Resource Allocator- decides who gets what. Authorizes the important decisions of the unit before they are implemented. NegotiatorEffective Effectiveness depends on how well the manager understands Management and responds to pressures and dilemmas of the job. Scott Paper & Sunbeam Managerial and Organizational Ethics Two competing Corporate self-interest and corporate social responsibility. imperatives Ethics Moral philosophy and judgment applied to behavior in relationships. Imposes constraints on us when we are making decisions. Also has a creative element that pushes us to make better decisions. Business Ethics Moral philosophy and judgment applied to behavior in business relationships.

Personal vs. Managerial Choices The impact of ethical analysis on decision-making

Principles for Everyday Choices

Lenn: Process for Ethical Considerations (Six Questions to Ask in Resolving Ethical Dilemmas)

Utilitarianism Golden Rule and

It s about trust. We need to set standards/ethics to allow people to trust one another. It helps people get along with their work. Personal choices have to do with family, jobs, where to live, etc. Managerial choices are more complex they affect more people and so do the consequences, and managerial choices need to involve others. - See the importance of the decisions we make. Allows us to take the problem seriously. - See different alternatives on how to solve the problem. - See who are the primary stakeholders/people who will be affected by the decision. - Think very hard about the future if we were to follow through with a decision. Think in a future context. - Ask why we should do things rather than just what we should do. Uncovers hidden assumptions. The Right: Do unto others as you would have them do unto you. Golden Rule. The Good: Do that which provides the greatest good for the greatest number of people. The Virtuous: Do what is honorable. Tied to the individual character. Considers choices as an extension of oneself. The Appropriate:When in Rome do as the Romans do. 1. What is the dilemma we face? Identify problem and fully appreciate what is going on. Look for causes of the dilemma. What is the significance of the problem. Understand time frame. Clarifies problem. 2. Who are the key stakeholders? Who is going to be affected by our choice? Sort them into primary, secondary, and tertiary groups. Clarifies what is at stake and for whom. 3. What principles apply to this situation? The ways by which we can address the situation. Clarifies assumptions. 4. What are the feasible alternatives? Clarifies the options. 5. What should we do?Compare the choices that you have, and then pick one. Then implement them. Clarifies the trade-offs. 6. How can we justify our choice? Clarifies the reasoning. Greatest good for the greatest number. Do unto others as you would have done unto you and also

its ContraPerspective Rawlsian Fairness (John Rawls) Tone at the Top MetLife

don t do unto other what you would not have done unto you. Original position/behind the veil. If you were unbiased and unaffiliated, what rules would you set? When/where/why do actions differ from these rules? Management tone matters.

Managerial Success Three Managerial 1. Technical Skills Ability to perform a specific job. 2. Conceptual Ability to think analytically. 3. Human Ability to interact with people. Key skills that need to be used at different levels of management: Executives Conceptual Middle Managers Human Supervisors Technical Anne Mulcahy of 1. Look before you leap: take time to truly understand critical Xerox believes problems. 2. Communicate in time of crisis: assure people that it will get better. Align people around a common set of objectives. 3. Crises motivate: enables you to do things you should have been doing all along. 4. Back to basics: the things that made you great in the first place. Going back to things that were once great but you may have abandoned. 5. Change in good times: when things are going well, it s the perfect time for an org to undergo change. But don t change for the sake of change, and understand how much change the org can assimilate. 6. Follow your instincts: get data, solicit opinions, listen carefully, be open-minded, but trust yourself. 7. Role of corporate culture. 8. Value to customers: customers are why we are in business. 9. The vision thing : vision statements that help your team get by. Set goals. Make a roadmap to a future opportunity. 10. Value critics. Nohria et al.: Success requires excelling at: What Really - Strategy clear and focused. Works - Execution flawless operations. - Culture performance-orientation. - Structure fast, flexible, flat. Plus, embrace at least two of:

Dell Computer

- Talent retain and recruit the best. - Innovation transform products, processes. - Leadership develop commitment. - Mergers & Partnerships complement strengths. Why was Dell so successful? -Reduced cost by cutting out middleman. -Realized they don t need a storefront. Why couldn t Gateway match Dell s lower cots? -Spent too much on managing their stores all over the world. -Need to bring your own value added. You can copy another company s way and do it better, or find your own way. -Dell had their focus, and Gateway kept changing theirs which made them scattered.

Nature and Functions of Organizations Model 1

-Under strict control of the chief executive. -Ultra-stable environment.

Model 2

-Management teams are created to make decisions in a group. -Weekly meetings. -Managerial styles vary from department to department.

Model 3

-Inter-departmental perspective. -Primary loyalty is to their department head rather than to the team in which they belong. -Information is passed up the hierarchy, and decisions down.

Model 4

-More ore less equal priority to functional departments. -Cut across functional areas. -Need to develop a dual focus: functional and end product.

Model 5

Model 6

-Project teams. -Future lies in the dynamism and innovativeness of these teams. -Network of interaction. Not a bureaucratic structure. -Cross-fertilization of ideas and regular exchange of information, especially b/w team members and senior management group. -Loosely couple network. -Subcontracting mode. -Small core staff who implements a strategic direction, and then contracts other individuals and orgs to perform key operation activities. -Open-ended system of ideas and activities, rather than an entity with a clear structure and definable boundary. -Think of a fashion house.

Aspect of work life Attitude toward work Responsibility Ambition Desire Goal To motivate:

Theory X Dislike Avoid it Low To be led Security Control, Coerce

Extreme

Theory Y Acceptance Seek it Can be high To create Satisfaction Align interests

Extreme

Theory Z Welcome Receive it For team To contribute Loyalty Care, Respect

Middle ground

Organizing for Growth Morgan s Organizational Duality

1. Bureaucratic: built for stability 2. Organic: built for flexibility and change. Which is preferable? Depends on the company and what it is about.

Continental Airlines

A Framework for Organizational Design and Management Six Priorities for Great 1. Product Leadership Strategic Decisions Keeping products up-to-date 2. Customer Focus Gain and maintain market share by serving customers. 3. Infrastructure Development Have systems of high performance. 4. Processes and Procedures Efficiency, quality, and return. 5. Workforce Advantage Having the strongest workforce. Talented employees. 6. Tracking External Environment Understand ongoing trends. Corporate Governance Set of processes, customs, policies, laws, and institutions affecting the way a corporation is directed, administered or controlled. A Board of Directors Responsible of endorsing organization strategy, develop policy, appoint, supervise, and remunerate senior executives and to ensure accountability of the organization to its owners and authorities. Zong s Checklist 1. Embrace board independence Loyalty of gatekeepers. 2. Foster transparency Clear guidelines. 3. Encourage accountability Informed decisions by board.

4. Strengthen compensation committees Oversee executive pay 5. Impose regulations Stock options

Mintzberg s five basic parts: 1. Operating Core a. Produce products. 2. Strategic Apex a. Comes up with strategies and oversees that the company is following missions. 3. The Middle Line a. Oversee operating core, mini-executives. 4. Technostructure a. Analysts who look at the company and figures out how to standardize everything.

5. Support Staff a. Support outside the operating workflow. Departmentation Functional: by occupational skills. Permits greater employee specialization. Example: marketing dept, finance dept, etc. Product or Service: by output. Permits greater resource specialization. Example: a cereal company where one dept. is in charge of Trix. Location: by geography. Permits greater sensitivity to local characteristics. Hybrid: team-based designs. Matrix, multi-path. Combinations How many people report to you, your span of influence. Recommended number: 6 7. More can be managed but will it be effective? Number derived from psychology studies. If people you are managing are willing to be managed, then you can be effective.

Span of Control