productivity performance example manager s delima wants to increase productivity so reaches out to consultants consultant suggestion increase in productivity 1 more fulfilling jobs 9 2 formal goal setting 16 3 contingent pay 4 employee decision making 30 0 1 2 3 4 usable data information linkages Table 1 1 Examples of Resources Used by Organizations Figure 1 1 Management in Organizations Basic Management Functions planning and decision making organizing leading and controlling human financial physical and information efficient effective Ex flip phone is efficient but NOT effective takes forever to text Using resources wisely and in a cost effective way Making the right decisions and successfully implementing them The management process functions of management a leader it not necessarily a manager vice versa 1 2 3 4 the feedback loop is a control mechanism is your outputs worth more than your inputs Determining goals and courses of action Coordinating activities and resources Motivating and managing people Monitoring and evaluating activities Texas A M is an organization company you student are committed group that has been squeezed out the most first ones to be let go in a lay off supervise coordinate the activities of operating employees top middle 1st line managers increase in movie clip Office Space Boss Bill Subordinate Peter Peter is trying to leave the office early before the boss has time to talk to him he doesn t make it and the boss asks him to come in early over the weekend by 9AM Peter goes to see hypnotist where he discusses that every day is the worst day of his life because of work hypnotist dies during session the next day Peter decides to sleep in instead of going to work boss continues to call 17 times 1 Can look at managers by 1 area by 2 level 2 3 4 5 6 virtual communication link monitor gathers info and disseminator shares the info 3 groups of managerial roles relationship driven share collect info Table 1 2 Ten Basic Managerial Roles depending on the size of the company may take on 1 or all 3 of the roles in a smaller company a manager is more likely to take on more roles 1 2 3 4 to visualize the appropriate reponse to a situation 5 6 7 Combination Figure 1 4 Sources of Management Skills Science hard facts numbers Art is in the eye of the beholder doesn t mean you don y get paid large businesses industrial firms commercial banks insurance firms retailers transportation firms utilities communication firms service organizations Texas A M is a not for profit organization government and educational Management question won t see same question on exam 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 not a function of management C organizing D leading E planning decision making don t need to know years Figure 2 1 Management in Antiquity don t need to know this classical scientific management is still used today known as assembly line started by Henry Ford 1 2 9 6 16 assumes there is only 1 best way to do things a theory that focuses on managing the total organization Manager of the week Bill Lumburg from Office Space Clip Bill are you going to have TPS reports by this afternoon Peter No playing tetris clip shows lack of organizational commitment Figure 2 4 An Integrative Framework of Management Perspectives aka a Process 1856 1915 NOTE don t need to know names and dates Father of Scientific Management Figure 2 2 Steps in Scientific Management time and motion studies cut bricklaying from 18 to 5 steps Cheaper by the Dozen is based on Frank and Lillian Gilbreth was early associate of Fredrick Taylor increase productivity job specialization employee has specific job easier to train replace employees 3 perspectives classical management behavioral management quantitative management wrote General Industrial Management not always the case that there is a best way to do things employees viewed as tools rather than resources people viewed as interchangeable Table 2 1 The Classical Management Perspective wrote Psychology and Industrial Efficiency Movie Clip GM easier way A couple is setting the table and the husband says there has to be a quicker way to do this using motion studies the next scene is 2 couples eating dinner the wives get up and clear the table the men are left to talk 1 man from earlier says motion studies makes jobs easier on employees and allows them to do less work the other man believes that more production more work the man that believes in motion studies pulls out a pin board and proceeds to show him how motion studies is more effective sometimes method is a bigger factor than skill motion study turn out more work w same effort application applies to almost everything we do divided employees in 2 separate rooms changed the lighting 1927 1935 the illusion that there was concern for workers drove up productivity no one wanted to be overproduced nor under produced people impact the process grew out of the Hawthorne Studies known in psychology for the hierarchy of needs Table 2 2 Theory X and Theory Y 2 types of people Theory X hold onto power because people don t like to work and Theory Y share the power work is part of who you are so employees take pride in it Your management style is not predetermined where we are today draws on psychology sociology anthropology economics and medicine we have to make an investment in employees human resources are a valued commodity no silver bullet no magic bullet that fixes everything Table 2 3 The Behavioral Management Perspective Helped WWII allied forces manage logistical problems it cannot fully explain or predict behavior of people in organizations Table 2 4 The Quantitative Management Perspective a company should be a system don t want to focus on a closed system because not paying attention to outside forces such an organization that does not interact with it s environment as customers Texas A M has subsystems May s College of liberal arts etc problem is when subsystems are working contradictory to the system Figure 2 3 The Systems Perspective of Organizations feedback controlling a function of management Synergy when the whole is worth more than the individual parts Entropy when the whole is worth less than the individual parts aka whole worth less than the inputs must make changes want synergy includes the classical behavioral quantitative approaches I should pick and choose the different