The Exceptional Manager What You Do, How You Do It

Management is….  The pursuit of organizational goals efficiently and effectively through others.  Efficiency –  Effectiveness –  Automated Phone Systems  Federal Contractors  UNLV

Modern Management Challenges 1. Managing for competitive advantage  Innovation, responsive to customer demands  Service/Quality  The first law of business is take care of the customer  Consider major networks—ABC, NBC, CBS, FOX   5. 6.

What Managers Do: The Nature of the Job  A manager relies more on verbal than on written communication  A manager works long hours at an intense pace.  A manager’s work is characterized by fragmentation, brevity, and variety

What Managers Do: The Four Principal Functions Figure 1.1

Question? Laura runs a sales and expense report at the end of each work day. Which management function is she performing? A. Leading B. Organizing C. Controlling D. Planning

Managerial Roles

The Skills Star Managers Need  Technical skills  the job-specific knowledge needed to perform well in a specialized field  Conceptual skills  the ability to think analytically, to visualize an organization as a whole and understand how the parts work together

The Skills Star Managers Need  Human skills  the ability to work well in cooperation with other people to get things done  Motivation to Manage  the desire/energy to be in charge

Management Theory Essential Background for the Successful Manager

WHY HISTORY?

Two Overarching Perspectives about Management  Historical perspective – classical, behavioral, and quantitative  Contemporary perspective – systems, contingency, and quality-management

Classical Viewpoint: Scientific & Administrative Management  Administrative management –Concerned with managing the total organization –Fayol: Major functions of management –Weber: Bureaucracy

SCIENTIFIC MANAGEMENT  Goal?  Soldiering  People are rational/economic beings that act in their own interests.

SCIENTIFIC MANAGEMENT  Four steps  Break the job down  Scientifically select and train Repetition  Supervise employees Monitor employees Piecework  Plan the work

SCIENTIFIC MANAGEMENT: EVALUATION  Limitations    Contributions?  

Human Relations Movement: The Hawthorne Studies Tested the impact of lighting on productivity Uncovered the “Hawthorne Effect” Workers produced more because managers paid attention to them. Shifted management focus from purely economic to humanistic Tested the effect of an incentive plan Workers’ output influenced by : Group norms Social pressures Informal organization Impetus for Behavioral Viewpoint: Behaviorism, Human Relations, and Behavioral Science ILLUMINATION STUDY WIRING ROOM STUDY

HUMAN RELATIONS ASSUMPTIONS  Individual attitudes and behaviors are important  Behavior is shaped by the social context

HUMAN RELATIONS ASSUMPTIONS  Relationships may have a stronger impact on behavior than management and rewards  Jobs should enable people to develop and grow  Basic Principle  Job satisfaction = Productivity

McGregor's THEORY THEORY YTHEORY X

McGregor's THEORY THEORY YTHEORY X Motivated Able Need freedom to fulfill potential Lazy Dislike work Avoid responsibility Must be tightly controlled

HUMAN RELATIONS: EVALUATION  Limitations     Contributions?

Quantitative Management  Use of computers and mathematical models to improve managerial decision making.  Management Science  Operations science

The Contemporary Perspective Figure 2.2

Implications        

The Learning Organization in an Era of Accelerated Change  Learning organization –organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

The Learning Organization in an Era of Accelerated Change  How can you build a learning organization?