9 4 14 MGMT309 2nd Lecture EXAM 1 Chapter 1 Managing and the Managers Job Top Managers o Small group of executives who manage the overall organization These are the most compensated managers of the 3 different kinds Middle Managers o Primarily responsible for implementing the policies and plans of top managers Supervise and Coordinate the activities of the lower level managers First Line Managers o Supervise and coordinate the activities Kinds of Managers by Area o Marketing Managers o o o o Work in areas related to getting consumers and clients to buy the organizations products or services new product development promotion and distribution Financial Managers Deal with primarily with an organizations financial resources accounting cash management and investments Operations Managers Human Resources Managers Involved in human resource activities Administrative Managers o Other Kinds of Managers Hold specialized managerial positions PR MANAGERS directly related to the needs of the organization Managerial Roles TABLE 1 2 TEN BASIC MANAGERIAL ROLES o Interpersonal Roles Figurehead Leader and Liaison Roles involve dealing with other people o Informational Roles Monitor Disseminator and Spokesperson roles involve the processing of information o Decisional Roles Entrepreneur Disturbance handler resource allocator negotiator What Skills do Managers Need o Technical Skills To accomplish or understand the specific kind of work being done in an organization o Interpersonal Skills To communicate with understand and motivate both individuals and groups o Diagnostic Skills To visualize the appropriate response to a situation o Decision Making To recognize and define problems and opportunities and then to select an appropriate course of action to solve problems and capitalize on opportunities o Conceptual Skills To think in abstract o Communication Skills To convey ideas and information effectively to others and to receive the same effectively from others o Time Management To prioritize work to work efficiently and to delegate appropriately Management Science or Art o The Science of Management Assumes that problems can be approached using rational logical objective and systematic ways Requires the use of technical diagnostic and decisionmaking skills and techniques to solve problems o The Art of Management Making decisions and solving problems using a blend of intuition experience instinct and personal insights Using conceptual communication interpersonal and time management skills to accomplish o SOURCES OF MANAGEMENT SKILLS FIGURE 1 4 Management in Organizations o For Profit Organizations Large Businesses Industrial firms commercial banks insurance firms retailers transportation firms utilities communication firms service organizations Small businesses and start ups International Management o Non for Profit Organizations Governmental Organizations local state and federal Educational organizations public and private schools colleges universities Healthcare Facilities Public Hospitals and HMOS Nontraditional Settings community social spiritual groups CHAPTER 1 QUESTION o Concept Theory o Listing o Application Question Regina is engaging in which function of management when she monitors the performance of her subordinates by checking their production quotas A Coordinating B Controlling C Organizing D Leading E Planning and Decision Making CHAPTER 2 TRADITIONAL AND CONTEMPORARY ISSUES AND CHALLENGES Why use Theories o Theories provide conceptual frameworks for organizing knowledge and blueprints for actions o Management theories are grounded in reality o Managers develop their own theories about how they should run their Classical Management Perspective o Scientific Management Concerned with improving the performance of individual workers efficiency Grew out of the industrial revolutions labor shortage at the beginning of the 20th century o Administrative Management A theory that focuses on managing the total organization rather than individuals o Henry Fayol Wrote general and industrial management o Contributions Laid foundation for later theoretical developments Identified management processes functions and skills Focused attention on management as a valid subject of scientific inquiry o Limitations More appropriate approach for use in TABLE 2 1 THE CLASSICAL MANAGEMENT PERSPECTIVE Fredrick Taylor Father of Scientific Management o Replaced rule of thumb methods with scientifically based work methods to eliminate soldiering o Believed in selecting training teaching and developing workers o Used time studies standards planning exception rule sliderules instruction cards etc o Focused on individual efficiency o FIGURE 2 2 STEPS IN SCIENTIFIC MANAGEMENT Other Scientific Pioneers o Frank and Lillian Gilbreth Reduced the number of movements in bricklaying resulting in increased output by 200 o Henry Gantt Early associate of Fredrick Taylor Developed the Gantt Chart to improve working efficiency through planning and scheduling o Harrington Emerson Advocated jobs specialization in both managerial and operating jobs GM Easier Way Movie Clip o Scientific management of time and motion o Study the motions you make when doing things to manage your energy and time o More production with less work Behavioral Management Perspective o Emphasized individual attitudes and behaviors and group processes o Recognized the importance of behavioral process in the workplace o Hugo Munsterberg o The Human Relations Movement Grew out of hawthorne studies Proposed that workers respond primarly to the social context of work including social conditioning group norms and interpersonal dynamics Assumed that the managers concern for workers would lead to increased worker satisfaction and improve worker performance Abraham Maslow advance a theory that employees are motivated by a hierarchy of needs that they seek to satisfy Douglas McGregor proposed Theory x and Theory y X people don t like working they work because they have too Y work is apart of you TABLE 2 2 THEORY X Y HAWTHORNE STUDIES o Conducted by Elton Mayo at western electric 1927 1935 o Intended as a group study of the effects of a piecework incentive plan on production workers o Workplace lighting changes unexpectedly affected both control and experimental groups Workers established informal levels of acceptable individual output over producing workers rate busters and under producing workers chiselers 09 04 2014 09 04 2014