Principles of Management Class 1

Introductions and Review of Syllabus

Opening Activity Working in two (2) teams, channel your inner David Letterman and develop the “Top 10 Things I Hate About Managers” List. Write your list on the board.

Principles of Management Chapter 1: Managers and Managing

What is Management? (A Few Definitions) Organizations –Collections of people who work together and coordinate their actions to achieve a wide variety of goals Managers –The people responsible for supervising the use of an organization’s resources to meet its goals

What is Management? Management –The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

Organizational Performance Efficiency –A measure of how well or how productively resources are used to achieve a goal Effectiveness –A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.

Figure 1.1 Efficiency and Effectiveness

Why Study Management? 1.The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society 2.Helps people deal with their bosses and coworkers 3.Opens a path to a well-paying job and a satisfying career

Four Functions of Management Figure 1.2

Planning Steps in the Planning process: Deciding which goals the organization will pursue Deciding what courses of action to adopt to attain those goals Deciding how to allocate organizational resources

Organizing Involves grouping people into departments according to the kinds of job-specific tasks they perform Managers lay out lines of authority and responsibility Decide how to coordinate organizational resources

Leading Leadership involves using power, personality, and influence, persuasion, and communication skills It revolves around encouraging all employees to perform at a high level Outcome of leadership is highly motivated and committed workforce

Controlling The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness Managers must decide which goals to measure

Mintzberg’s Managerial Roles By observing what managers actually do on a day to day basis, he created 10 specific roles that fall into three main areas: Decisional Roles Interpersonal Roles Informational Roles

Decisional Roles Roles associated with methods managers use in planning strategy and utilizing resources. –Entrepreneur—deciding which new projects or programs to initiate and to invest resources in. –Disturbance handler—managing an unexpected event or crisis. –Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers. –Negotiator—reaching agreements between other managers, unions, customers, or shareholders.

Interpersonal Roles Roles that managers assume to provide direction and supervision to both employees and the organization as a whole. –Figurehead—symbolizing the organization’s mission and what it is seeking to achieve. –Leader—training, counseling, and mentoring high employee performance. –Liaison—linking and coordinating the activities of people and groups both inside and outside the organization.

Informational Roles Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization. –Monitor—analyzing information from both the internal and external environment. –Disseminator—transmitting information to influence the attitudes and behavior of employees. –Spokesperson—using information to positively influence the way people in and out of the organization respond to it.

Managerial Skill Set Conceptual skills –The ability to analyze and diagnose a situation and distinguish between cause and effect. Human skills –The ability to understand, alter, lead, and control the behavior of other individuals and groups. Technical skills –Job-specific skills required to perform a particular type of work or occupation at a high level.

Levels of Management Figure 1.3

Levels of Management First-line managers –responsible for the daily supervision of the nonmanagerial employees Middle managers –responsible for finding the best way to organize human and other resources to achieve organizational goals Top managers –responsible for the performance of all departments –establish organizational goals –decide how different departments should interact –monitor how well middle managers utilize resources to achieve goals

Time Managers Spend on the Four Managerial Functions Figure 1.4

Class Discussion In looking at the “Management Challenges” handout in your learner’s guide (page 33 and below), how do these challenges impact organizations, and your organization in particular? Accelerating rates of change Increasing globalization of business Increasing levels of competition Changing technology A more diverse workforce Transition from industrial to knowledge-based economy Unstable market and economic conditions Quality and innovation as managerial imperatives Service expectations Increasing demands by customers Complexity of the managerial environment

Principles of Management Chapter 2: The Evolution of Management Thought

Class Exercise First, we will watch a 10 minute video on Chapter 2. Following the video you will break into teams and each team will prepare a brief (5 minute) presentation on a specific management theory: Scientific Management Theory Administrative Management Theory Behavioral Management Theory Management Science Theory Organizational Environment Theory

Principles of Management Chapter 3: Values, Attitudes, Emotions and Culture: The Manager as a Person

Personality Traits –Particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual Manager’s personalities influence their behavior and approach to managing people and resources

Big Five Personality Traits Figure 3.1

Extraversion Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world Introverts vs. Extroverts

Negative Affectivity Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

Agreeableness Tendency to get along well with others

Conscientiousness Tendency to be careful, scrupulous, and persevering

Openness to Experience Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

Class Discussion Think about the results of the survey you took prior to class today. Why do think it is important to know this information about yourself, and about those you work with?

Other Personality Traits: Locus of Control Internal locus of control –Belief that you are responsible for your own fate –Own actions and behaviors are major and decisive determinants of job outcomes External locus of control –Believe that outside forces are responsible for what happens to and around them –Do not think their own actions make much of a difference

Other Personality Traits: Self-Esteem The degree to which people feel good about themselves and their capabilities –High self-esteem causes a person to feel competent, deserving and capable. –Persons with low self-esteem have poor opinions of themselves and are unsure about their capabilities.

Other Personality Traits Need for Achievement –The extent to which an individual has a strong desire to perform challenging tasks well and meet personal standards for excellence Need for Power –The extent to which an individual desires to control or influence others

Other Personality Traits Need for Affiliation –The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

Values, Attitudes, and Moods and Emotions Values –Describe what managers try to achieve through work and how they think they should behave Attitudes –Capture managers’ thoughts and feelings about their specific jobs and organizations. Moods and Emotions –Encompass how managers actually feel when they are managing

Terminal and Instrumental Values Terminal Values –A personal conviction about life-long goals Instrumental Values –A personal conviction about desired modes of conduct or ways of behaving

Organizational Culture Shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals

Factors Affecting Organizational Culture Figure 3.9

Class Exercise Read the Building Management Skills: Diagnosing Culture exercise on page 102 of your textbook. Take 5 minutes or so to write some notes on the four questions that are part of the exercise. Be prepared to share your answers with the class.

Principles of Management Chapter 4: Ethics and Social Responsibility

Class Discussion Take a few minutes and write your responses to the following questions: What is an ethical manager? Described a socially responsible organization.

The Nature of Ethics Ethics –The inner-guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the “right” or appropriate way to behave

Types of Company Stakeholders

Ethical Decision Making

Sources of Ethics

Social Responsibility –Way a company views its duty or obligation to make decisions that protect, enhance, and promote the welfare and well-being of stakeholders and society as a whole

Approaches to Social Responsibility

Role of Organizational Culture Ethical values and norms help organizational members: –Resist self-interested action –Realize they are part of something bigger than themselves

Ethics Ombudsman Responsible for communicating ethical standards to all employees Designing systems to monitor employees conformity to those standards Teaching managers and employees at all levels of the organization how to appropriately respond to ethical dilemmas

Next Class Application Project for Chapters 1-4 Due Contract Project Proposal Due Need to pick a company for our Environmental and SWOT analysis for next week Discuss Chapter 5 – Managing Diverse Employees in a Multicultural Environment Discuss Chapter 6 – Managing in the Global Environment Discuss Chapter 8 – The Manager as a Planner and Strategist