Chapter 1 – Managing and the Managers JobTop ManagersSmall group of executives who manage the overall organization. These are the most compensated managers of the 3 different kinds.Middle ManagersPrimarily responsible for implementing the policies and plans of top managers. Supervise and Coordinate the activities of the lower level managersFirst-Line ManagersSupervise and coordinate the activitiesKinds of Managers by AreaMarketing ManagersWork in areas related to getting consumers and clients to buy the organizations products or services – new product development, promotion, and distributionFinancial ManagersDeal with primarily with an organizations financial resources – accounting, cash management, and investmentsOperations ManagersHuman Resources ManagersInvolved in human resource activitiesAdministrative ManagersOther Kinds of ManagersHold specialized managerial positions (PR MANAGERS) directly related to the needs of the organization.Managerial Roles – TABLE 1.2 TEN BASIC MANAGERIAL ROLESInterpersonal RolesFigurehead, Leader, and Liaison Roles involve dealing with other peopleInformational RolesMonitor, Disseminator, and Spokesperson roles involve the processing of informationDecisional RolesEntrepreneur, Disturbance handler, resource allocator, & negotiator ……………..What Skills do Managers Need?Technical SkillsTo accomplish or understand the specific kind of work being done in an organizationInterpersonal SkillsTo communicate with, understand, and motivate both individuals and groupsDiagnostic SkillsTo visualize the appropriate response to a situationDecision MakingTo recognize and define problems and opportunities and then to select an appropriate course of action to solve problems and capitalize on opportunitiesConceptual SkillsTo think in abstractCommunication SkillsTo convey ideas and information effectively to others and to receive the same effectively from othersTime-ManagementTo prioritize work, to work efficiently, and to delegate appropriately.Management : Science or Art?The Science of ManagementAssumes that problems can be approached using rational, logical, objective, and systematic waysRequires the use of technical, diagnostic, and decision-making skills and techniques to solve problemsThe Art of ManagementMaking decisions and solving problems using a blend of intuition, experience, instinct, and personal insightsUsing conceptual, communication, interpersonal, and time-management skills to accomplish……..SOURCES OF MANAGEMENT SKILLS - FIGURE 1.4Management in OrganizationsFor-Profit OrganizationsLarge BusinessesIndustrial firms, commercial banks, insurance firms, retailers, transportation firms, utilities, communication firms, service organizationsSmall businesses and start-upsInternational ManagementNon-for-Profit OrganizationsGovernmental Organizations – local, state, and federalEducational organizations – public and private schools, colleges/universitiesHealthcare Facilities – Public Hospitals and HMOSNontraditional Settings – community, social, spiritual groupsCHAPTER 1 QUESTIONConcept/TheoryListingApplication QuestionRegina is engaging in which function of management when she monitors the performance of her subordinates by checking their production quotas?A - CoordinatingB - ControllingC - OrganizingD - LeadingE – Planning and Decision MakingCHAPTER 2 – TRADITIONAL AND CONTEMPORARY ISSUES AND CHALLENGESWhy use Theories?Theories provide conceptual frameworks for organizing knowledge and blueprints for actionsManagement theories are grounded in realityManagers develop their own theories about how they should run their………..Classical Management PerspectiveScientific ManagementConcerned with improving the performance of individual workers (efficiency)Grew out of the industrial revolutions labor shortage at the beginning of the 20th centuryAdministrative ManagementA theory that focuses on managing the total organization rather than individualsHenry FayolWrote “general and industrial management”ContributionsLaid foundation for later theoretical developmentsIdentified management processes, functions, and skillsFocused attention on management as a valid subject of scientific inquiryLimitationsMore appropriate approach for use inTABLE 2.1 THE CLASSICAL MANAGEMENT PERSPECTIVEFredrick Taylor – “Father of Scientific Management”Replaced rule-of-thumb methods with scientifically based work methods to eliminate “soldiering”Believed in selecting, training, teaching, and developing workersUsed time studies, standards planning, exception rule, slide-rules, instruction cards, etcFocused on individual efficiencyFIGURE 2.2 STEPS IN SCIENTIFIC MANAGEMENTOther Scientific PioneersFrank and Lillian GilbrethReduced the number of movements in bricklaying, resulting in increased output by 200%Henry GanttEarly associate of Fredrick TaylorDeveloped the Gantt Chart to improve working efficiency through planning and schedulingHarrington EmersonAdvocated jobs specialization in both managerial and operating jobsGM “Easier Way” – Movie ClipScientific management of time and motionStudy the motions you make when doing things to manage your energy and timeMore production with less workBehavioral Management PerspectiveEmphasized individual attitudes and behaviors and group processesRecognized the importance of behavioral process in the workplaceHugo MunsterbergThe Human Relations MovementGrew out of hawthorne studiesProposed that workers respond primarly to the social context of work, including social conditioning, group norms, and interpersonal dynamicsAssumed that the managers concern for workers would lead to increased worker satisfaction and improve worker performanceAbraham Maslow – advance a theory that employees are motivated by a hierarchy of needs that they seek to satisfyDouglas McGregor – proposed Theory x and Theory yX- people don’t like working they work because they have tooY – work is apart of youTABLE 2.2 THEORY X & YHAWTHORNE STUDIESConducted by Elton Mayo at western electric (1927-1935)Intended as a group study of the effects of a piecework incentive plan on production workersWorkplace lighting changes unexpectedly affected both control and experimental groupsWorkers established informal levels of acceptable individual output; over-producing workers (rate busters) and under producing workers (chiselers)9.4.14: MGMT309 2nd Lecture, EXAM 1 Chapter 1 – Managing and the Managers Job -Top ManagersoSmall group of