Management What do you do and how do you do it Managers operate within an organization Organization A group of people who work together to achieve a specific purpose Management The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning organizing leading and controlling the organization s resources Management What it is what the benefits are To be efficient means to use resources wisely and cost effectively o Many companies now record Telephone menu options to answer customer calls efficient not effective many prefer a live agent To be effective means to achieve results to make the night decisions and to successfully carry them out so that they achieve organizational goals Rewards of Studying Management Understand how to deal with organizations Relate to your supervisors How to interact with coworkers How to manage yourself in the work place Rewards to practicing Management Stretch your abilities and enhance the lives of others as well as yourself Get a sense of accomplishment Build a catalog of successful products or services You will be the boss Seven Challenges of being a star manager 1 Managing for completive advantage staying ahead of rivals 2 Managing for diversity future won t resemble the past 3 Managing for Globalization the expanding management universe 4 Managing for Information Technology 5 Managing for ethical standards 6 Managing for sustainability the business of green 7 Managing for your own happiness and life goals Four Functions Planning you set goals and decide how to achieve them Organizing You arrange tasks people and other resources to accomplish them Leading you motivate direct and otherwise influence people to achieve the organization s goals Controlling you monitor performance compare it with goals and take corrective action when needed Top Manager make long term decisions about the overall direction of organizations and establish the objectives policies and strategies for it President CEO VP Middle Managers Implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first line managers below thme ex Plant manager Sales Manager First line Managers make short term operating decisions directing the daily tasks of non managerial personnel example foreman supervisor Interpersonal roles Managers interact with people inside and outside their work units Figurehead leader liaison Informational roles Managers receive and communicate information Monitor disseminator spokesperson Decisional roles Managers use information to make decisions to solve problems or take advantage of opportunities Entrepreneur disturbance handler resource allocator negotiator Entrepreneurship Process of taking risks to try to create a new empire Entrepreneur intrapreneur Someone who sees a new opportunity for a product or service and launches a business to try to realize it Someone who works inside an existing organization who sees an opportunity for a product or service and mobilized the organization s resources to try to realize it Being an entrepreneur is what it takes to start a business being a manager it what it takes to grow and maintain a business Necessity entrepreneurs o People who suddenly must earn a living and are simply trying to replace lost income and are hoping a job comes along Opportunity entrepreneurs because they lost a job o Those who start their business out of a burning desire rather than Technical Skills Human Skills The job specific knowledge needed to perform well in a specialized field The ability to work well in cooperation with other people to get things done Entrepreneur Intrapreneur Conceptual Skills The ability to think analytically to visualize an organization as a whole and understand how the parts work together Most Valued Traits 1 Motivate and engage others 2 The ability to communicate 3 Work experience outside the US 4 High energy levels to meet the demands of global travel 24 7 world Positive Bureaucratic Features 1 A well defined hierarchy of authority 2 Formal rules and procedures 3 A clear division of labor 4 5 Careers based on merit Impersonality Scientific Management emphasized the scientific study of work methods to improve the productivity of individual workers Fredrick W Taylor Frank and Lilian Gilbreth Principles of Scientific Management Scientifically study each part of the task Carefully select workers with the right abilities Give workers the training and incentives to do the task Use scientific principles to plan the work methods Administrative Management Fayol and Weber Concerned with managing the total organization Henri Fayol French engineer and industrialist first to identify the major Weber a bureaucracy was a rational efficient ideal organization based on functions of management the principles of logic Bureaucracy Formal rules and procedures A well defined hierarchy of authority A clear division of labor Impersonality Careers based on merit Mechanistic Tends to view humans as cogs within a machine not taking into account the importance of human needs Work activity was amenable to rational approach Through the application of scientific methods time and motion studies and job specialization it was possible to boost productivity Behavioral Viewpoints emphasized the importance of understanding human behavior and of motivating employees toward achievement three phases o Early behaviorism Munsterberg Follett and Mayo Munsterberg father of industrial psychology studied jobs and determined which people are best suited for specific jobs Indentified the psychological conditions under which employees do their best work devised management strategies to influence employees to follow management s interest Follett social works social philosopher organizations should be communities conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both parties The work process should be under control of the workers with relevant knowledge Mayo Hawthorne effect employees worked harder if they received added attention thought that managers cared about their welfare and that supervisors paid special attention to them o The human relations movement Proposed that better human relations could increase worker productivity Maslow s hierarchy of needs bottom Physiological safety social esteem self actualization McGregor Theory X represents a pessimistic negative view of workers workers are