Chapter 1 What is Management Defined as the pursuit of organizational goals effectively and efficiently by integrating the work of people through planning organizing leading and controlling the organization s resources What are six challengers to being a star manager Challenge 1 Managing for Competitive Advantage Efficiency innovation quality customer responsiveness Challenge 2 Managing for Diversity The Future Won t Resemble the Past Manage contributions of gender age race ethnicity Challenge 3 Managing for Globalization The Expanding Management Universe Cultural differences off shoring on shoring outsourcing Challenge 4 Managing for Information Technology Embrace technology as a competitive edge Challenge 5 Managing for Ethical Standards Golden Rule Business Conduct Guidelines Sarbannes Oxley Challenge 6 Managing for Your Own Happiness and Life Goals Maintain your work life balance What are the rewards of studying practicing management As a generality financial upside is higher Manage the organization and yourself May have more control over your destiny Financial Organizational Savvy Interpersonal Influence Self awareness Goal accomplishment Upward Mobility What are the four principal functions of management Planning setting goals and deciding how to achieve them Organizing arranging tasks people and other resources to accomplish the work Vision mission goals Vertical flat matrix etc Leading motivating directing and otherwise influencing people to work hard to achieve the organization s goals Leadership styles motivation techniques types of power Controlling monitoring performance comparing it with goals and taking corrective action as needed Financial human resource production sales etc What are the levels and areas of management Top Managers make long term decisions about the overall direction of the organization and establish the objectives policies and strategies for it 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 them First Line Managers make short term operating decisions directing the daily tasks of non managerial personnel Functional vs General Functional Managers are responsible for just one organizational activity General Managers are responsible for several organizational activities What roles must managers play 1 Interpersonal Roles managers interact with people inside and outside their work units The three interpersonal roles are figurehead leader and liaison activities Information Roles as monitor disseminator and spokesperson managers receive and communicate information 2 3 Decisional Roles managers use information to make decisions to solve problems or take advantage of opportunities The four decision making roles are entrepreneur disturbance handler resource allocator and negotiator Interpersonal Roles Figurehead Mouthpiece Symbolic Leader Liaison Responsible for others Politician Bridger Informational Roles Monitor Alert for info repository Disseminator Spokesperson Distribute info Diplomat Org representative Decisional Roles Entrepreneur Initiate and encourage change innovation Disturbance handler Resource allocator Conflict resolution mediator Setting priorities distributing resources Negotiator Win wins inside out of organization What is the entrepreneurial spirit Willingness to take risks in pursuit of opportunity Entrepreneur Intrapreneur High need for accomplishment someone who sees an opportunity and acts upon it someone who does so within an existing organization Need Achievement Scale Belief in personal control of destiny Control of own destiny High energy level and action orientation Ready fire aim High tolerance for ambiguity Low resistance to change Self Confidence and tolerance for risk Low risk Aversion Chapter 2 Management Theory Essential Background for the Successful Manager Why Study Management History Basis for your future decision making Provides source for new ideas Those who don t are doomed to repeat the mistakes of the past Provides meaning to organizational actions Two Overreaching Perspectives about Management goal to improve productivity Historical Perspective includes three viewpoints classical behavioral and quantitative Contemporary includes three viewpoints systems contingency and quality management The Classical Viewpoint Scientific and Administrative Management Classical Viewpoint emphasized finding ways to manage work more efficiently had two branches scientific and administrative Scientific Management Taylor Gilbreths emphasized the scientific study of work methods to improve the productivity of the job and individual workers Administrative Management Fayol Weber is concerned with managing with the total organization and the functioning of bureaucracies Scientific Management 1900 Frederick Taylor Frank and Lillian Gilbreth Break a process down into it s tasks Select workers with the abilities for the task Give workers proper training and incentives Plan the work methods and ease the way for workers to do their jobs Used motion studies film workers to isolate parts of a job and task Administrative Management 1920 Focus on managing the total organization Henry Fayol Max Weber first to identify the 4 major functions of management planning organizing leading controlling importance of bureaucracy A better performing organization should include Well defined hierarchy Formal rules and procedures Clear division of labor Impersonality Careers based on merit Classical Viewpoint Too Mechanistic views humans as cogs within a machine not taking into account the importance of human needs The Behavioral Viewpoint 1930 Behaviorism Munsterberg applied psychology to industry people are different Although a necessary correction to the sterile classical management still too simplistic for practical use Study jobs to determine which people are best suited Identify conditions under which employees do best work Devise management strategies to influence employees to follow management interests Follett Conflicts should be resolved by finding joint solutions Manager and employees working together Work process should be under control of workers teams rather than managers Behaviorism Mayo The Hawthorne effect Workers work harder if They receive management attention They thought their manages cared about their welfare Supervisors paid attention to them Although a necessary correction to the sterile classical management still too simplistic
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