Management

11
Agenda and Announcements

Agenda:
Open Discussion on Chapter 1 Management
Management Overview
Skill Builder 2 Page 31
Microsoft Case Page 29
Questions or Discussion
Closing
Announcements:
Sign In on Attendance Sheet
Waiting List see Instructor for Add Codes
Homework Due any Problems?
Web Q Microsoft Case & Course Expectations
Textbook Problems?

PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Chapter 1
Managing
13 Copyright 2006 Thomson Business and Economics. All rights reserved.
Features of This Books Three-Pronged Approach
Features That Present Important
Concepts
Text discussions of
management research
Step-by-step behavior models
Learning Outcome statements
Key terms
Chapter summaries and
glossaries
Review and discussion
questions
Features That Foster Skill
Development
Self-assessments
Behavior Modeling videos
Behavior Modeling training
Skill Builder exercises
Features That Help You Apply
What You Learn
Opening cases
Organizational examples
Work Applications
Applying the Concept
Objective cases
Video cases
Ethics and Social
Responsibility features
Internet exercises
Exhibit 19
Why Study OB & Management?
The better you can work with people, the more
successful you will be in both your personal and
your professional lives.
Employers want to hire employees
who can participate in managing
the firm.
Even nonmanagers (Individual
Contributors) are being trained
to perform management
functions.
Why Study OB & Management? (contd)
The study of management builds the skills needed in
todays workplace to succeed in:
Becoming a partner in managing your organization
through participative management.
Working in a team and sharing in decision making and
other management tasks.
The study of management also applies directly to your
personal life in helping you to:
Communicate with and interact with people every day.
Make personal plans and decisions, set goals, prioritize
what you will do, and get others to do things for you.
Society Needs Leaders and Team Players
Be Successful in our Community, Religious, Social,
Professional, Recreational and Other Organizations.
Become Leaders for a Just and Humane World

What Is a Managers Responsibility?
Manager
The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources. Participative?
The Managers Resources
Human, financial, physical, and informational
Performance
Means of evaluating how effectively and
efficiently managers use resources to achieve
objectives.
Today often means How as well as What
What Does It Take to Be a Successful Manager?
Exhibit 12
Management Qualities (Survey of Execs.)
Integrity, industriousness, and the ability
to get along with people
Management Skills
Technical
Human and communication (Teaming)
Conceptual and decision-making skills
Systems Thinking & Critical
Thinking
The Ghiselli Study(6 Traits of Manager
Success Inverse Order)
6) Initiative, 5)self-assurance,4) decisiveness,
3) intelligence, 2) need for occupational
achievement, and 1) supervisory ability
What Do Managers Do?
Management Functions (Different Scope at job level)
Planning
Setting objectives and determining in advance
exactly (?) how the objectives will be met.
Monitor for Change and Anticipate or React
PDCA Plan Do Check - Act
Organizing
Delegating and coordinating tasks
and allocating resources to achieve
objectives.
Leading
Influencing employees to work
toward achieving objectives.
Setting an Example (Shadow of the Leader)
Controlling
Establishing and implementing mechanisms to
ensure that objectives are achieved.
The Systems Relationship among the Management Functions
Exhibit 13
Planning
Organizing
Leading
Controlling
Management
Functions
Management
Skills
Management Roles
Role
A set of expectations of how one will behave in a
given situation.
Management Role Categories (Mintzberg)
Interpersonal
Figurehead, leader, and liaison
Informational
Monitor, disseminator, and spokesperson
Decisional
Entrepreneur, disturbance handler, resource
allocator, and negotiator
Ten Roles Managers Play
Exhibit 14
Managers play various roles as necessary while performing their
management functions so as to achieve organizational objectives.
Differences Among Managers
The Three Levels of Management
Top managers
CEO, president, or vice president
Middle managers
Sales manager, branch manager, or department head
First-line managers
Crew leader, supervisor, head nurse, or office manager
Individual Contributors (ICs)
Non-management operative employees
Workers in the organization who are supervised by first-line
managers.
Professionals/Specialists/Technicians (Knowledge
Workers)
Management Levels and Functional Areas
Exhibit 15
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE
SOME
ORGANIZATIONS
FLIP THIS CHART
UPSIDE DOWN
Types of Managers
General Managers
Supervise the activities of several departments.
Functional Managers
Supervise the activities of related tasks.
Common functional areas:
Marketing/Sales/Product Development
Operations/Production/Services Delivery
Finance/Accounting
Human Resources/personnel management
Infrastructure (IT, Real Estate, Legal)
Project Managers
Coordinate employees across several functional
departments to accomplish a specific task.
Management Skills and Functions
Differences among management levels in skill
needed and the functions performed:
Exhibit 16
Planning
Organizing
Leading
Controlling
Individual Management Styles
Skill Builder 2 Page 31
What is Your Preferred Management Style?
12 Points Possible
Autocratic
Consultative
Participative
Empowerment
Combinations or Flexible
Best Management Style?
Adaptive or Situational Leadership
Differences between Large and Small Businesses
Exhibit 17
Differences between Large and Small Businesses (contd)
Exhibit 17 contd
ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC
ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
New Workplace Issues and Challenges
Technology and Speed
Globalization
and Diversity
Knowledge,
Learning,
Quality, and
Continuous
Improvement
Change, Creativity, Innovation,
and Entrepreneurship
Participative
Management,
Empowerment,
and Teams
Knowledge
Management
Ethics and
Social
Responsibility
Networking and
Boundaryless
Relationships
GENERATIONAL DIFFERENCES
New Workplace Issues and Challenges (contd)
Knowledge, Learning, Quality, and Continuous
Improvement
Information is the foundation of knowledge
which, in turn, is the foundation of competitive
advantage. People (employees) are the
competitive advantage!
Knowledge workers
The learning organization
Knowledge Management
Involves everyone in an organization in sharing
knowledge and applying it to continuously
improve products and processes.
Change, Creativity, Innovation, and
Entrepreneurship
Knowledge management requires that people
change in order to continually improve.
The speed of change in modern business has
increased because of globalization and changes
in technology. And other factors listed.
Creativity is coming up with new ideas for
improvements, and innovation is implementing
those ideas.
Entrepreneurship is about generating creative
ideas and using them through innovation.
Participative Management, Empowerment,
and Teams
Empowering employees to share in
performing management functions by
working in teams.
Learning organizations manage knowledge
well by empowering teams to be creative
and innovative.
Ethics and Social Responsibility
Managerial integrity
SOX Compliance after Financial Scandals
Situational responses
e. g. Katrina
Networking and Boundaryless Relationships
Electronic networks
Beware the informality of e-mail, miss-interpreted
messages and first impressions
Can be distracting/off task
Relationship networks
Virtual integration

QUESTION ARE ELECTRONIC TOOLS CHANGING THE QUALITY OF
RELATIONSHIPS? E-Mail, NetMeeting, Video Conferences?

Microsoft Case Questions
1.Which type of resource played
the most important role in the
success of Microsoft?
a. human c. financial
b. physical d. informational

2. Which of the management
skills is stressed most in the
case study?
a. technical
b. human and communication
c. conceptual and decision-
making

3. Which of the management
functions is stressed most in
the case study?
a. planning c. leading
b. organizing d. controlling
4. Bill Gates' participation in and
coordination of small units and
his delegation of authority to
managers to run their
departments are examples of the
__ management function.
a. planning c. leading
b. organizing d. controlling

5. Which primary management role
did Bill Gates use to achieve
success?
a. interpersonal-leader
b. informational-monitor
c. decisional-negotiator

6. Bill Gates is at which level of
management?
a. top b. middle c. first-line

Microsoft Case
7. Which type of manager is Bill
Gates?
a. general
b. functional
c. project

8. Bill Gates has greater need for
which skills?
a. technical rather than
conceptual
b. conceptual rather than
technical
c. a balance of both

9. How does Bill Gates spend most
of his time?
a. planning and organizing
b. leading and controlling
c. a balance of both a and b

10. Would Ghiselli (6 Traits page
10) agree that Bill Gates has
supervisory ability?
a. Yes b. No

11. Give examples of some of the
tasks Bill Gates performs in each
of the four management
functions.

12. Give examples of some of the
tasks Bill Gates performs in each
of the three management roles.

13. Do you think you would like to
work tor Bill Gates? Explain your
answer.

14. Are Bill Gates and Microsoft
ethical and socially responsible?

Closing
Questions on Todays Material
Feedback on Todays Class
or send me an e-mail
Was it Work Worth Doing
For Next Tuesday:
Read Chapter 10 Teams and Team Leadership
Read The Team that Wasnt Case
Answer Case Questions (Web Q)
Student Information Web Q and Picture Upload

Back Up Slides
Learning Outcomes
1. Describe a managers responsibility.
2. List and explain the three management skills.
3. List and explain the four management functions.
4. Identify the three management role categories.
5. List the hierarchy of management levels.
6. Describe the three different types of managers.
7. Describe the differences among management levels in terms of
skills needed and functions performed.
After studying this chapter, you should be able to:
Learning Outcomes (contd)
8. Define the following key terms:
manager planning
managers resources organizing
performance leading
management skills controlling
technical skills management role categories
human and communication
skills levels of management
conceptual and decision-
making skills types of managers
management functions knowledge management
Technology and Speed
E-business: work done by using electronic
linkages (including the Internet) between
employees, partners, suppliers, and customers.
E-commerce: business exchanges or
transactions that occur electronically.
Globalization and Diversity
Mergers are creating larger globalized firms.
Firms competing globally have to act locally.
Diversity is increasing as minorities grow and
markets globalize.
E-Commerce
Exhibit 18
PowerPoint Presentation by Charlie Cook
The University of West Alabama
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Appendix
A Brief History
of Management
Learning Outcomes
1. State the major similarities and differences between the classical
and behavioral theorists.
2. Describe how systems theorists and contingency theorists differ
from classical and behavioral theorists.
3. Define the following key terms:
After studying this appendix, you should be able to:
classical theorists systems theorists
behavioral theorists sociotechnical theorists
management science theorists contingency theorists
Classical Theory
Classical Theorists
Focus on the job and management functions to
determine the best way to manage in all
organizations.
Scientific Management
Best way to maximize job performance
Fredrick Winslow Taylor
Father of Scientific Management
Frank and Lillian Gilbreth
Work efficiency
Henry Gantt
Work scheduling
Classical Theory (contd)
Administrative Theory
Henri Fayol
Father of Modern Management
Principles and functions of management
Max Weber
Bureaucracy concept
Chester Barnard
Authority and power in organizations
Mary Parker Follett
Worker participation, conflict resolution, and
shared goals
Behavioral Theory
Behavioral Theorists
Focus on people to determine the best way to
manage in all organizations.
Human Relations Movement (later, the
Behavioral Science Approach)
Elton Mayo
Hawthorne studies
Abraham Maslow
Hierarchy of needs theory
Douglas McGregor
Theory X and Theory Y
Management Science
Management Science Theorists
Focus on the use of mathematics to aid in
problem solving and decision making.
Mathematical models are used in the areas of
finance, management information systems
(MIS), and operations management.
Integrative Theories
Systems Theory
Focuses on viewing the organization as a whole
and as the interrelationship of its parts
(subsystems).
Sociotechnical Theory
Focuses on integrating people and technology.
Contingency Theory
Focuses on determining the best management
approach for a given situation.
Comparing Theories
Classical
Behavioral
Management
Science
Systems
Theory
Attempts to develop the best way to manage in all organizations by
focusing on the jobs and structure of the firm.
Attempts to develop a single best way to manage in all
organizations by focusing on people and making them productive.
Recommends using math (computers) to aid in problem solving
and decision making.
Manages by focusing on the organization as a whole and the
interrelationship of its departments, rather than on individual
parts.
Sociotechnical
Theory
Recommends focusing on the integration of people and
technology.
Contingency
Theory
Recommends using the theory or the combination of theories that
best meets the given situation.
Exhibit AP12
Ideas on Management at Gap
1. What resources does Gap use to sell its
merchandise?
2. What management functions are performed at Gap
stores?
3. What levels and types of managers have careers at
Gap?
4. How does Gap meet new workplace issues and
challenges?

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Agenda and Announcements

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