SENIOR OUTCOMES SEMINAR (BU385) Management

SENIOR OUTCOMES SEMINAR (BU385) Management

What is Management? A set of activities planning and decision making, organizing, leading, and controlling Directed at an organization s resources human, financial, physical, and information With the aim of achieving organizational goals in an efficient and effective manner.

Basic Purpose of Management EFFICIENTLY Using resources wisely and in a cost-effective way EFFECTIVELY Making the right decisions and successfully implementing them

What 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 Levels

An Integrative Framework of Management Perspectives Systems Approach Recognition of internal interdependencies Recognition of environmental influences Contingency Perspective Recognition of the situational nature of management Response to particular characteristics of situation Classical Management Perspectives Methods for enhancing efficiency and facilitating planning, organizing, and controlling Behavioral Management Perspectives Insights for motivating performance and understanding individual behavior, groups and teams, and leadership Quantitative Management Perspectives Techniques for improving decision making, resource allocation, and operations Effective and efficient management

Classical 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 relations

The 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 organizations

Quantitative 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 Management Practical application of management science to efficiently manage the production and distribution of products and services.

The Systems Perspective of Organizations Inputs from the environment: material inputs, human inputs, financial inputs, and information inputs Transformation process: technology, operating systems, administrative systems, and control systems Outputs into the environment: products/services, profits/losses, employee behaviors, and information outputs Feedback

The Contingency Perspective Universal Perspectives Include the classical, behavioral, and quantitative approaches. An attempt to identify the one best way to manage organizations. The Contingency Perspective Suggests that each organization is unique. The appropriate managerial behavior for managing an organization depends (is contingent) on the current situation in the organization.

Decision Making and the Planning Process The Planning Process The Environmental Context The organization s mission Purpose Premises Values Directions Strategic goals Strategic plans Tactical goals Tactical plans Operational goals Operational plans

Kinds of Goals By Level Mission statement is a statement of an organization s fundamental purpose. Strategic goals are goals set by and for top management of the organization that address broad, general issues. Tactical goals are set by and for middle managers; their focus is on how to operationalize actions to strategic goals. Operational goals are set by and for lowerlevel managers to address issues associated with tactical goals.

SWOT Analysis Mission An organization s fundamental purpose SWOT Analysis To formulate strategies that support the mission Strengths Weakness es Opportuni ties Threats Internal Analysis Strengths (distinctive competencies) Weaknesses External Analysis Opportunities Threats Best Strategies Those that support the mission and exploit opportunities and strengths neutralize threats avoid (or correct) weaknesses

Managing Diversification BCG Matrix A method of evaluating businesses relative to the growth rate of their market and the organization s share of the market. The matrix classifies the types of businesses that a diversified organization can engage as: Dogs have small market shares and no growth prospects. Cash cows have large shares of mature markets. Question marks have small market shares in quickly growing markets. Stars have large shares of rapidly growing markets.

Organizational Structure The Nature of Organizing Job Specialization Grouping Jobs: Departmentalization The Bureaucratic Model of Organization Design Situational Influences on Organization Core Technology Environment Organization Size and Life Cycle

Alternatives to Specialization Job Rotation Systematically moving employees from one job to another. Most frequent use today is as a training device for skills and flexibility. Job Enlargement An increase in the total number of tasks workers perform. Job Enrichment Increasing both the number of tasks the worker does and the control the worker has over the job.

Establishing Reporting Relationships Chain of Command A clear and distinct line of authority among the positions in an organization. Unity of Command Each person within an organization must have a clear reporting relationship to one and only one boss. Scalar Principle A clear and unbroken line of authority must extend from the bottom to the top of the organization.

Work-Related Attitudes Job Satisfaction or Dissatisfaction An attitude that reflects the extent to which an individual is gratified or fulfilled by his or her work. Job Satisfaction and Work Behaviors Job satisfaction is influenced by personal, group, and organizational factors. Satisfied employees are absent from work less often, make positive contributions, and stay with the organization. Dissatisfied may experience stress which disrupts coworkers.

Work-Related Attitudes Job Satisfaction and Work Behaviors High levels of job satisfaction do not necessarily lead to high job performance.

Work-Related Attitudes Organizational Commitment An attitude that reflects an individual s identification with and attachment to an organization. Organizational Commitment and Work Behaviors Employee commitment strengthens with an individual s age, years with the organization, sense of job security, and participation in decision making. Committed employees have highly reliable habits, plan a longer tenure with the organization.

Motivation The Nature of Motivation Content Perspectives on Motivation The Need Hierarchy Approach The Two-Factor Theory Individual Human Needs (nach, naff) Process Perspectives on Motivation Expectancy Theory Equity Theory Goal-Setting Theory

Process Perspectives on Motivation Porter-Lawler Extension of Expectancy Theory Intrinsic rewards (outcomes) Performance Perceived equity Satisfaction Extrinsic rewards (outcomes) Source: Edward E. Lawler III and Lyman W. Porter, The Effect of Performance on Job Satisfaction, Industrial Relations, October 1967, p. 23. Used with permission of the University of California. Figure 10.5

Popular Motivational Strategies Empowerment and Participation Empowerment The process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of influence. Participation The process of giving employees a voice in making decisions about their work. Areas of Participation for Employees Making decisions about their jobs. Participating in decision making about broader issues of product quality.

Using Reward Systems to Motivate Performance Designing Effective Reward Systems Reward system must meet an individual s needs. Rewards should compare favorably with other organizations. Distribution of rewards must be perceived to be equitable. Reward system must recognize different needs.

Using Reward Systems to Motivate Performance Popular Approaches to Rewarding Employees Traditional systems Fixed hourly or monthly rate. Merit systems Employees get different pay raises at the end of the year based on overall job performance. Incentive systems Employees get different pay amounts at each pay period in proportion to what they do (e.g., piece-rate pay plans).

Using Reward Systems to Motivate Performance Popular Approaches (cont d) Profit sharing plans Provides bonus based to corporate profits. Gainsharing All group members get bonuses when performance targets are exceeded. Lump sum bonuses One-time reward, not an increase in base. Pay-for-knowledge Pay the individual rather than the job.

Leadership The Nature of Leadership The Meaning of Leadership Leadership Versus Management Power and Leadership The Search for Leadership Traits Leadership Behaviors Michigan Studies Ohio State Studies Leadership Grid Situational Approaches to Leadership LPC Theory

Leadership Situational Approaches to Leadership (cont d) Path-Goal Theory The Leader-Member Exchange Approach Related Perspectives on Leadership Substitutes for Leadership Charismatic Leadership Transformational Leadership

Types of Power in Organizations Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright 1994 by Houghton Mifflin Company. Used with permission.

The Nature of Leadership Power and Leadership Power: ability to affect the behavior of others. Legitimate power is granted through the organizational hierarchy. Reward power is the power to give or withhold rewards. Coercive power is the capability to force compliance by means of psychological, emotional, or physical threat. Referent power is the personal power that accrues to someone based on identification, imitation, loyalty, or charisma. Expert power is derived from the possession of information or expertise.

Groups Groups and Teams in Organizations Types of Groups and Teams Why People Join Groups and Teams Stages of Group and Team Development Characteristics of Groups and Teams Role Structures Behavioral Norms Cohesiveness Formal and informal Leadership

Groups and Teams in Organizations Functional Group A permanent group created to accomplish a number of organizational purposes within an indefinite time horizon. Informal or Interest Group A group created by its own members for purposes that may or may not be relevant to organizational goals. Task Group A group created by the organization to accomplish a relatively narrow range of purposes within a stated time horizon.

Groups and Teams in Organizations Team A group of workers who function as a unit, often with little or no supervision, to carry out work-related tasks, functions, and activities. Sometimes are called self-managed teams, cross-functional teams, or high performance teams.

Stages of Group Development (Tuchman) Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Third Edition. Copyright 1994 by Houghton Mifflin Company. Used with permission.

Characteristics of Teams Role The part an individual plays in helping the group reach its goals. Task-specialist role concentrating on getting the group s tasks accomplished. Socioemotional role providing social and emotional support to others on the team.

Characteristics of Teams Cohesiveness The extent to which members are loyal and committed to the group; the degree of mutual attractiveness within the group. Factors That Influence Group Cohesiveness Factors That Increase Cohesiveness Intergroup competition Personal attraction Favorable evaluation Agreement on goals Interaction Factors That Reduce Cohesiveness Group size Disagreement on goals Intragroup competition Domination Unpleasant experiences

Interpersonal and Intergroup Conflict The Nature of Organizational Conflict High Performance Optimal level of conflict Low Low Conflict High