Management: An Applied Behavioral Sciences Approach Chapter 1 Management: An Applied Behavioral Sciences Approach

The Purpose of Management Create value as perceived by followers – Peter Drucker “Leaders who are not getting results aren’t really leading.” Management is influencing people towards meaningful purposes. Ulrich, Zenger and Smallwood Effective organizations focus on quality, respond quickly to change and innovate, develop and implement appropriate strategies, are willing to “network” with strategic partners and are committed to continuous learning

Managing in a Rapidly Changing World Change is created by “Megawaves”. Megawaves include massive changes in the world: Social Political Technological Ecological Economical Organizations that cannot adapt to change disappear!

Megawaves Pace of Change Technology creates more competition Continuing to accelerate Population wants “more” Technology creates more competition Competition is “one click away” The “Knowledge age is here” Unlimited substitution Employees are highly specialized and stress is on flexibility. Domain of Leadership is Worldwide “Leaders also think in international terms” A “New World Order” is emerging European Union NAFTA Shift from human warfare to human welfare

The Challenge… Effective leaders must… Diagnose, adapt and communicate Have the ability to control their use of technology Improve the use of human resources Practice leadership every hour of every day

Management vs Leadership Management: “The process of working with and through individuals and groups and other resources to accomplish organizational goals.” Leadership: “Whenever one person attempts to influence the behavior of an individual or a group, regardless of reason.” The difference is the “organizational goals”

Top 10 Leadership and Management Concerns-Richard I. Lester Ineffective communication Crises management for most situations Lack of feedback on performance No or inappropriate goal setting Not enough training Lack of opportunity for advancement Rewards not related to performance Unreasonable workloads Boss will not let me do my job Lack of challenging work

Valuable Leadership Skills-RHI Management Resources Valuable Leadership Skills-RHI Management Resources Ranked in order of importance Leadership abilities Communication/intrapersonal skills Team oriented approach Organizational/time management Decisiveness

Three Competencies of Leadership Diagnosing (A cerebral/cognitive competency) Understanding the situation being influenced Adapting (A behavioral competency) Altering behavior and resources to meet the contingencies of the situation Communicating (A process competency) Interacting with others so that people can understand and accept what you are influencing

Management Process “Getting things done with and through people-Koontz and O’Donnell Planning Setting goals and objectives for the organization Organizing Bringing together resources-people, equipment, etc… Integration of resources Motivating Increasing the performance level of participants Controlling Making adjustments using feedback to increase performance

Skills of a Manager Technical Skill Human Skill Conceptual Skill Ability to use knowledge, methods, techniques and equipment necessary for specific tasks Needed most in non-supervisory levels of management Human Skill Ability and judgment in working with people Important at all levels of management Conceptual Skill Ability to understand the complexities of the overall organization…See the “Big Picture” Needed most at the executive level of management

Ingredients For Effective Human Skills Understanding Behavior Why people behave the way they do. Motivation Patterns of behavior Predicting Behavior Using past behavior as a reference for future behavior Controlling Behavior Change and direct behavior to reach goals Controlling People Manipulating individuals and groups (training and facilitating) Finding the “right tools” The same thing does not always work…must adapt! Managers are “behavioral scientists”

Applied Behavioral Science Managers are “behavioral scientists” To understand, predict, direct, change and control behavior = Behavioral science

Social Systems of Organizations Organizes the organization into “who does what” and “who tells who to do what”. Effective organizations cannot overemphasize the importance of one group at the expense of others. Organization cannot ignore the needs and pressures from the external environment.