1. What is Management?
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1 1. What is Management?
2 1.1 Planning, Controlling, Organizing, and Leading 1.2 The History of Management 1.3 Managerial Ethics
3 1.1 Planning, Controlling, Organizing, and Leading
4 Managers are people who do these four things Leading Planning Controlling Organizing
5 Some managers do all of these things But all managers do at least one of these
6 Planning Forecast the Future Develop Strategy Set Goals Analyze the environment
7
8 Planning is usually the first step in management and it drives the rest of the process.
9 Organizing Build the Org Chart Resources in the right places Align authority and responsibility
10 Always organize in the best way to execute your plans. Planning tells you what you want to do and organizing is how you do it.
11 Leading Motivate Communicate Build teams
12
13 Leading involves getting others to help to execute your plans and work in the organization you manage
14 Controlling Keep things on track Measure progress Spot errors and misdirection
15 Controlling is using feedback to track your progress and keep your team and organization headed toward your goals.
16 Remember: Use planning to set goals and predict problems Organize to support your plans
17 Lead others to help reach the goals of your organization Control what happens by using feedback to track and direct progress toward those goals
18 1.2 The History of Management
19 The earliest examples of management come from the organization of tribes and hunting groups
20
21 The first examples of managing large groups were probably early armies
22
23 Henri Fayol develops Administrative Management Planning Planning Organizing Organizing Commanding Leading Coordinating Controlling Controlling
24 Administrative Management Developed 14 points for management - still relevant today Described 5 functions of management Founder of modern management
25
26 At about the same time as Fayol, American thinkers were developing something called Scientific Management
27 Scientific Management Pioneered by Frederick Taylor Tried to improve productivity Useful in manufacturing and mining
28
29
30 Scientific Management Frank & Lillian Gilbreth conducted time and motion studies Measured the time it took for workers to perform an action
31
32 After Scientific Management, we moved on to Professional Management
33 Professional Management Recognized management as learned skills Allowed workers a role in decisions Managers were taught, not born
34
35
36 Elton Mayo decides that employees informal relationships affect how they perform.
37 Human Relations Movement Recognized the limitations of Scientific Management
38 Explained how social factors affect performance - Behaviorist school Famous for the Hawthorne Studies
39
40 Management focused on managing manual workers Management begins to focus on managing knowledge workers
41 Management Today Peter Drucker explores management of knowledge workers Michael Porter develops key theories of management as strategy
42 The Internet and IT breaks old limitations on organization and communication for modern managers
43 1.3 Managerial Ethics
44 Managerial Ethics As a manager, you will be responsible for the ethical implications of your decisions
45 Corporate Social Responsibility What do corporations owe and to whom do they owe it?
46
47 Corporate Social Responsibility in 1970 There is one and only one social responsibility of business to use it resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud Milton Friedman
48 Business organizations are expected to have responsibilities to more than just shareholders and customers.
49 Shareholders Employees Nation Corporate Social Responsibility Environment Customers Neighbors
50 Corporate Social Responsibility Recognized in the US and many other countries, but not everywhere Easy to confuse with public relations
51 How corporations recognize stakeholders beyond shareholders and customers
52 Legal responsibilities are not the same thing as ethical responsibilities. Be aware of them both!
53 Ethics and the Law FCPA Sarbanes-Oxley ISO 14000
54 Foreign Corrupt Practices Act Holds US businesses accountable for ethical behavior globally. Bans bribery and other acts, even if they are legal in another country
55
56 Sarbanes-Oxley Requires US corporations to publish ethical guidelines. Passed in the wake of the Enron scandal.
57 ISO Set of standards for international organizations that want to systematize their environmental management efforts
58 How do you recognize the ethical approach in an unfamiliar system?
59 Ethical Decision Views Utility The most good for the most people Theory of Justice What is perceived as fair Rights Are individual rights violated? Compassion Is this how we want to treat people? The Golden Rule principle.
60 Recognize responsibilities Respect stakeholders Earn trust Be transparent Consider ethical issues in all decisions
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