MGMT Fall 2013 Exam 1 Football Exercise Process of MGMT Random structure then goals What did this exercise demonstrate Planning organizing leading and controlling Whole process of MGMT Leadership Management Slides of difference between leadership and Management Manager Administers Systems structure Maintains Relies on control Short range view Asks how and when Maintain status quo Does things right Followership Leader Innovates Focus on people Develops Inspires trust Long range view Asks what and why Challenges the status quo Does the right thing Shirtless dancing guy Leadership mgmt followership all work together Listen in the video for the different principles Difference between mgmt and leadership As a leader you must be able to embrace your first follower as an equal Guy dancing by himself the first follower creates a movement If you really care about a movement show how to follow Be the first followers Fortune 500 Business students want these Global 500 or Global 1000 too 500 largest companies by gross revenue Total Sales 1 Walmart at 470 Billion 2 ExonMobile at 450 Billion Universal Studios Example Diagon Alley Planning organizing leading and controlling Understand the definitions so that they are applicable to the process of Diagon Alley Levels of MGMT Traditional For profit CEO that reports to Board of Directors Not for Profit President executive director reports to Board of Trustees Non managerial workers front line managers middle managers senior managers CEO About 90 of companies use this model Upside down pyramid WL Gore Video Video talks with Terry Kelly Talks about the invented pyramid o Do not want to work in a hierarchy o Network to make deiscions easier o Don t have to go up and down ladder o Leaders have followers o Project teams are equal Someone steps up to lead Mintzburg s Roles Hardest Questions Interpersonal o Figurehead o Leader o Liaison Mcdonald s example Informational o Monitor o Disseminate getting right info to the right people o Spokes person professional communicator role Decisional Steve Jobs and Tim Cook o Negotiators o Disturbance handlers conflict resolution managers o Entrepreneur o Resource allocator Elon Musk Tesla Paypal Space X Management Process Definitions Planning setting performance objectives and deciding how to achieve them Organizing arranging tasks people and other resources to accomplish the work Leading inspiring people to work hard to achieve high performance Controlling measuring performance and taking action to ensure desired results ipad Illustrations Robert Katz Three Skill managers Technical the ability to apply expertise and perform a special task with proficiency Conceptual the ability to think analytically and achieve integrative problem solving Human skills the ability to work well in a cooperation with other persons emotional intelligence the ability to manage ourselves and relations effectively Big 6 issues 3 Questions on 3 of these Globalization the worldwide interdependence of resource flows product markets and business competition Governance oversight of top management by a board of directors or board of trustees Knowledge workers use their minds and intellects as critical assets to employers Ethics set moral standards of what is good and right behavior in organizations and in our personal lives Diversity describes differences among workers in gender races age ethnicity religion sexual orientation and able bodiedness Self mgmt the ability to understand oneself exercise initiative accepts responsibility and learn from experience Pictures great wall pyramids MGMT practiced down through time and all over the world Western MGMT Late 1700s Today Historical MGMT Three Approaches Classical Behavioral Modern Classical Productivity through science and organization Scientific Management Taylor While it is classic still has modern to it o His principle Develop a science for each job rules of motion standard work tools and proper work conditions Hire workers with the right anilities for the job Train and motivate workers to do their jobs according to the science Support workers by planning and assisting their work according to the science o Motion study is the science of reducing a job or task to its basic physical motions Weber Bureaucracy create a pyramid structure Hierarchy of authority o Each level works to a lever above o NASA being a bureaucracy o Impersonal from Weber see book o Negative difficult for people to be creative and flexible lunar X goes against this Fayol Administration planning organizing leading controlling o Wording that he used o Principles that every manager would operate with today o Unity of command states that a worker should receive orders from only one boss o Scalar Chain principle states that organizations should operate with clear and unbroken lines of communication top to bottom Behavioral Mayo Hawthorne effect o Tendency of persons singled out for special attention to perform as expected o Studied Use of economic incentives Change in physical conditions Fostered group cohesion o Result No direct relationships found Researcher attention was key Groups have negative positive influence on member behavior o Productivity will go up if you continue to treat people like people o Productivity increased no matter what the incentive o Just by focusing on people productivity can go up Malsow Hierarchy of needs Human Needs Theory o Watch Hunger Games trailer Katniss Everdene Physical safety Emotional financial Social love JK Rowling self actualization o Progression principle people progress up Maslow s Hierarchy o Deficit principle once achieved looking for other motivation levels McGregor Theory X and Y o Physiological needs safety needs social needs esteem needs self actualization Theory X MGMT THEORY Y MGMT Dislike work Lack ambition Follow not lead Resist change Irresponsible Willing to work Capable creative Self controlled Self directed Responsible Modern MGMT Four elements Operations and MGMT Science o Examples Network Models Forecasting Queuing Theory helps allocate service personnel and work stations based on Inventory Analysis alternative workload demands and in a way that minimizes both customer waiting times and costs of service workers Linear programming o Using data and understanding people Contingency tries to match management practices with situational demands Customer driven Zara o Inputs People money materials technology information o Work resource to outputs o Outputs Finished goods
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