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Slide 1What is Management?Basic Purpose of ManagementWhat is a Manager?The Management ProcessFundamental Management SkillsAn Integrative Framework of Management PerspectivesClassical Management PerspectiveScientific ManagementClassical Management PerspectiveBehavioral Management PerspectiveThe Hawthorne Studies (1927–1932)Behavioral Management PerspectiveSlide 14Organizational BehaviorQuantitative Management PerspectiveQuantitative Management PerspectiveThe Systems Perspective of OrganizationsThe Contingency PerspectiveDecision Making and the Planning ProcessKinds of GoalsSWOT AnalysisManaging DiversificationOrganizational StructureAlternatives to SpecializationEstablishing Reporting RelationshipsWork-Related AttitudesSlide 28Slide 29MotivationProcess Perspectives on MotivationPopular Motivational StrategiesUsing Reward Systems to Motivate PerformanceSlide 34Slide 35LeadershipSlide 37Types of Power in OrganizationsThe Nature of LeadershipGroupsGroups and Teams in OrganizationsGroups and Teams in OrganizationsStages of Group Development (Tuchman)Characteristics of TeamsCharacteristics of TeamsInterpersonal and Intergroup ConflictSENIOR OUTCOMES SEMINAR(BU385)ManagementWhat is Management?A set of activitiesplanning and decision making, organizing, leading, and controllingDirected at an organization’s resources human, financial, physical, and informationWith the aim of achieving organizational goals in an efficient and effectivemanner.Basic Purpose of ManagementEFFICIENTLYUsing resources wisely andin a cost-effective wayEFFECTIVELYMaking the right decisions andsuccessfully implementing themWhat is a Manager?Someone whose primary responsibility is to carry out the management process.Someone who plans and makes decisions, organizes, leads, and controls: human, financial, physical, and information resources.The Management ProcessPlanning and Decision MakingSetting an organization’s goals and selecting a course of action from a set of alternatives to achieve them.OrganizingDetermining how activities and resources are grouped.Leading The set of processes used to get organizational members to work together to advance the interests of the organization.Controlling Monitoring organizational progress towards goals.Fundamental Management SkillsManagement Skill Mixes at Different Organizational LevelsAn Integrative Framework of Management PerspectivesSystems Approach• Recognition of internalinterdependencies• Recognition ofenvironmental influencesContingency Perspective• Recognition of the situationalnature of management• Response to particularcharacteristics of situationClassicalManagementPerspectivesMethods forenhancingefficiency andfacilitating planning,organizing, andcontrollingBehavioralManagementPerspectivesInsights for moti-vating performanceand understandingindividual behavior,groups and teams,and leadershipQuantitativeManagementPerspectivesTechniques forimproving decisionmaking, resourceallocation, andoperationsEffective and efficient managementClassical Management PerspectiveScientific ManagementConcerned with improving the performance of individual workers (i.e., efficiency).Grew out of the industrial revolution’s labor shortage at the beginning of the twentieth century.Administrative Management A theory that focuses on managing the total organization.Scientific ManagementFrederick Taylor (1856–1915) Replaced old methods of how to do work with scientifically-based work methods to eliminate “soldiering,” where employees deliberately worked at a pace slower than their capabilities.Believed in selecting, training, teaching, and developing workers.Used time studies of jobs, standards planning, exception rule of management, slide-rules, instruction cards, and piece-work pay systems to control and motivate employees.Classical Management Perspective Administrative Management TheoryFocuses on managing the whole organization rather than individuals.Henri Fayol (1845–1925)Was first to identify the specific management functions of planning, organizing, leading, and controlling.Max Weber (1864–1920)His theory of bureaucracy is based on a rational set of guidelines for structuring organizations.Behavioral Management PerspectiveBehavioral ManagementEmphasized individual attitudes and behaviors, and group processes, and recognized the importance of behavioral processes in the workplace.Hawthorne Studies (1927–1932)Mayo: founder of human relationsThe Hawthorne Studies (1927–1932)Conducted by Elton Mayo and associates at Western ElectricIllumination study —workplace lighting adjustments affected both the control and the experimental groups of production employees.Group study—implementation of piecework incentive plan caused production workers to establish informal levels of acceptable individual output.•Over-producing workers were labeled “rate busters” and under-producing workers were considered “chiselers.”Behavioral Management PerspectiveHuman Relations MovementGrew out of the Hawthorne studies.Proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics.Assumed that the manager’s concern for workers would lead to increased worker satisfaction and improved worker performance.Behavioral Management Perspective Abraham MaslowAdvanced a theory that employees are motivated by a hierarchy of needs that they seek to satisfy.Douglas McGregorProposed Theory X and Theory Y concepts of managerial beliefs about people and work.Organizational BehaviorA contemporary field focusing on behavioral perspectives on management.Draws on psychology, sociology, anthropology, economics, and medicine.Important topics in organizational behavior research:Job satisfaction and job stressMotivation and leadershipGroup dynamics and organizational politicsInterpersonal conflictThe structure and design of organizationsQuantitative Management Perspective Quantitative ManagementEmerged during World War II to help the Allied forces manage logistical problems.Focuses on decision making, economic effectiveness, mathematical models, and the use of computers to solve quantitative problems.Quantitative Management Perspective Management ScienceFocuses on the development of representative mathematical models to assist with decisions.Operations


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Caldwell BU 385 - Management

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