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 Innovation is the new imperative  Organizations cannot survive long term without innovation  Companies like Facebook are always investing in new ideas  Innovation should be a part of products, processes, people, and values 2

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources  Managers get things done through the organization  Create right systems and environment  Organizations need good managers 3

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 4

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 Organization : Social entity that is goal directed and deliberately structured  Organizational effectiveness : Providing a product or service that customers value  Organizational efficiency : Refers to the amount of resources used to achieve an organizational goal 6

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Three categories of skills: conceptual, human, technical  The degree of the skills may vary but all managers must possess the skills  The application of management skills change as managers move up the hierarchy 7

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 8

To know how to build better managers, Google executives studied performance reviews, feedback surveys, and award nominations to see what qualities made a good manager. Here are the “Eight Good Behaviors” they found, in order of importance: 1.Be a good coach. 2.Empower your team and don’t micromanage. 3.Express interest in team members’ success and personal well-being. 4.Don’t be a sissy: Be productive and results-oriented. 5.Be a good communicator and listen to your team. 6.Help your employees with career development. 7.Have a clear vision and strategy for the team. 8.Have key technical skills so you can help advise the team. SOURCE: Google’s Quest to Build a Better Boss, by Adam Bryant, published March 12, 2011 in the New York Times. Courtesy of Google, Inc.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Missteps and unethical behavior have been in the news  During turbulent times, managers must apply their skills  Common management failures:  Not listening to customers  Misinterpreting signals from marketplace  Not building teams  Inability to execute strategies  Failure to comprehend and adapt to change  Poor communication and interpersonal skills 10

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 11

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Organizations often promote star performers to management  Becoming a manager is a transformation  Move from being a doer to a coordinator  Many new managers expect more freedom to make changes  Successful managers build teams and networks  Many make the transformation in a “trial by fire” 12

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 13

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Adventures in multitasking  Activity characterized by variety, fragmentation, and brevity  Less than nine minutes on most activities  Managers shift gears quickly  Life on speed dial  Work at unrelenting pace  Interrupted by disturbances  Always working (catching up) 14

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Role : Set expectations for a manager’s behavior  Every role undertaken by a manager accomplishes the functions of:  Planning  Organizing  Leading  Controlling 15

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Manager roles are important to understand but they are not discrete activities  Management cannot be practiced as independent parts  Managers need time to plan and think 16

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 17

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Small businesses are growing  Inadequate management skills is a threat  The roles for small business managers differ  Entrepreneurs must promote the business  Nonprofits need management talent  Apply the four functions of management to make social impact  More focus on keeping costs low  Need to measure intangibles like “improving public health” 18

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Focus on creating benefits from limited resources (Hindu word: JUGAAD, U.S. “Frugal Engineering.”)  Management changing but history matters  Broadens way of thinking  Discover patterns which recur over time  Learn from others mistakes and successes 20

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Studying management history helps your conceptual skills  Social forces – aspects of a culture that guide and influence relationships among people  Political forces – influence of political and legal institutions on people and organizations  Economic forces – the availability, production, and distribution of resources 21

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 22

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Emerged during the nineteenth and early twentieth centuries  Rise of the factory system  Issues regarding structure, training, and employee satisfaction  Large, complex organizations required new approaches to coordination and control 23

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Three subfields:  Scientific management  Bureaucratic organizations  Administrative principles 24

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Improve efficiency and labor productivity through scientific methods  Frederick Winslow Taylor proposed that workers “could be retooled like machines”  Management decisions would be based on precise procedures based on study 25

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Henry Gantt developed the Gantt chart to measure and plan work  The Gilbreths pioneered time and motion studies to promote efficiency 26

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 27

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Max Weber, a German theorist, introduced the concepts  Manage organizations on impersonal, rational basis  Organization depends on rules and records 28

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Managers use power instead of personality to delegate Although important productivity gains come from this foundation, bureaucracy has taken on a negative tone 29

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 30

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Focused on the entire organization  Henri Fayol, a French mining engineer, was a major contributor  14 general principles of management; many still used today:  Unity of command  Division of work  Unity of direction  Scalar chain 31

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Identified five functions of management:  Planning  Organizing  Commanding  Coordinating  Controlling 32

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Understand human behaviors, needs, and attitudes in the workplace  Mary Parker Follett and Chester Barnard  Contrast to scientific management - Importance of people rather than engineering techniques 33

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Empowerment: facilitating instead of controlling  Recognition of the informal organization  Introduced acceptance theory of authority 34

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Effective control comes from within the employee  Hawthorne studies were key contributor  Human relations played key variable in increasing performance  Employees performed better when managers treated them positively  Strongly shaped management practice and research 35

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  From worker participation and considerate leadership to managing work performance  Combine motivation with job design  Maslow and McGregor extended and challenged current theories  Maslow’s Hierarchy  Theory X and Theory Y 36

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 37

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 38

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting  Organizational development – field that uses behavioral sciences to improve organization 39

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Other strategies based on behavioral science:  Matrix organizations  Self-managed teams  Corporate culture  Management by wandering around 40

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Also referred to as quantitative perspective  Use of mathematics and statistics to aid management decision making  Enhanced by development and perfection of the computer  Operations management focuses on the physical production of goods and services 41

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Information technology – focuses on technology and software to aid managers  Quants – financial managers who base their decisions on complex quantitative analysis 42

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  The ability to see the distinct elements of a situation as well as the complexities  System – set of interrelated parts that function as a whole to achieve a common purpose  Subsystems – are parts of the system that are all interconnected  Synergy – the whole is greater than the sum of its parts Managers must understand subsystem interdependence and synergy 43

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 44

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Every situation is unique  Managers must determine what method will work  Managers must identify key contingencies for the current situation  Organizational structure should depend upon industry and other variables 45

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 46

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Quality movement is strongly associated with Japan  The U.S. ignored the ideas of W. Edwards Deming, “Father of the Quality Movement”  Total Quality Management (TQM) became popular in the 1980s and 1990s  Integrate high-quality values in every activity 47

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 48 Employee involvementFocus on the customerBenchmarkingContinuous improvement

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Management ideas trace their roots to historical perspectives  New ideas continue to emerge to meet the changing needs and difficult times  The shelf life of trends is getting shorter and new ideas peak in fewer than three years 49

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.  Social media programs – Company online community pages, social media sites, microblogging platforms and online forums  Customer relationship management – technology used to build relationships with customers  Outsourcing – contracting functions or activities to other organizations to cut costs  Supply chain management – managing supplier and purchaser relationships to get goods to consumers 50

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.