1. Week 1: Welcome and Intro to Management (9/12) Professor Payal Sharma

2. Class Agenda Welcome Syllabus Review Video: HubSpot
Lecture: Introduction to Management
Takeaways
Next Time

3. Contacting Me
Office Hours: Tuesdays 3pm-5pm. Sign-ups on Canvas (see Calendar  Scheduler for 15-minute time slots). Begin 9/20
Office: 3014 SH-DH (3rd floor, take elevator up, walk through main doors and down a corridor, looking at room signs/#s)
Also available to meet by appointment (request via )
Student-faculty lunches. Sign-ups on Canvas beginning next month – stay tuned.

4. Syllabus Highlights Class roadmap (schedule)
Simulation – available for purchase beginning Monday 10/3, must be purchased by Friday, 10/28
Team project (TA-reviewed)
Exam resources (Canvas)

5. Course Grade Individual Course Engagement Individual Assignment
Midterm Exam
Final Exam
15%
30%
25%
20 points
30 points
60 points
50 points
Team
Project
70 points
TOTAL:
100%
230 points

6. Management Defined
According to the American Heritage Dictionary on Dictionary.com:
The act or manner of managing; handling, direction or control
The person or persons controlling and directing the affairs of a business, institution, etc.

7. Why Management Matters
According to the U.S. Department of Labor, American adults spend nearly half of their waking hours at work
On a daily basis, employed Americans spend more time with coworkers and clients than with family (Jacobs & Gerson, 2004; Kahneman, Krueger, Schkade, Schwarz, & Stone, 2004).

8. Organization Defined A collective oriented toward a common goal
Can be understood as a system with a set of subsystems within it
Has multiple levels, which we examine in this class and use as an organizing frame for course content

10. Inputs
Environment = all external factors with potential to impact organization (including markets-clients or customers, suppliers, governmental and regulatory bodies, labor unions, competitors, financial institutions and special interest groups)
Resources = various assets which the organization has access to, including human resources-employees, technology, capital and information
History = patterns of past behavior, activity and effectiveness that may affect current functioning

11. Inputs (cont’d)
4. Strategy = stream of decisions about how organizational resources will be configured to meet demands, constraints and opportunities within context of organization’s history
Variance in Business Performance Decomposed (McGahan & Porter, 1997, 2002; Misangyi et al., 2006)
Industry
8-18%
Corporate Strategy
4-12%
Business Unit Strategy
35-41%

12. Transformation Process
Given an environment, a set of resources and history (inputs), how do we take a strategy and implement it to produce effective performance (outputs) in the organization, in the business unit/department, and among individual employees?
Refers to four components of:
The task (work to be done)
The individuals (employee preferences and background)
The formal organizational arrangements (processes and policies)
The informal organization (rules and procedures)

13. Outputs
Goal attainment: How well the organization meets its objectives
Resource utilization: How well the organization makes use of available resources
Adaptability: Whether the organization is capable of changing and adapting to environmental changes

14. “Fit” Matters
In order for organizations to be effective, “their subparts or components must be consistently structured and managed—they must approach a state of congruence” (Nadler & Tushman, 1980)
Congruence refers to consistency or “fit” between components (for example, the task and the individual)
Facilitates problem analysis

15. Video: HubSpot

16. Hubspot Discussion Questions
Identify two (2) specific and non-overlapping examples from the video which illustrate components from the input, transformation process, or output parts of the congruence model.
Based on your responses above, would you want to work at HubSpot? Why or why not?

17. Takeaways
Management = the practice of formulating and implementing strategies across multiple levels in the organization
Our course adopts a system lens and weaves together concepts across different levels (starting with the individual, then dyad, team, business unit and organization)
Congruence model refers to inputs, outputs and the transformation process
According to the congruence model, fit -- or congruence between systems at different levels of the organization – matters for effective performance

18. Next Week Week 2 (9/19): Motivation and Rewards For lecture:
Reading: Retaining Younger Workers (Canvas)
For recitation:
Reading: On the Folly
Case #1: Whole Foods (Canvas)