1. HAS 3260
Session One
Dr. Burton

2. You Know you Work for the Government if....
1. When someone asks about what you do for a living, you lie.
2. You get really excited about a 2% pay raise.
3. Your biggest loss from a system crash is you lose your best jokes.
4. Your supervisor doesn't have the ability to do your job.
5. You sit in a cubicle smaller than your bedroom closet.
6. Computer specialists know less about computers than your teenager.
7. Lunch is like another scheduled meeting, only shorter.

3. Group Exercise
Discuss what would you like from the course and develop a set of draft learning objectives and instructional aims that you would want the professor to pursue.
Select a group spokesperson to discuss your group.

4. Bill Brown’s Management Metaphors
Metaphors Competing values
Management as Permanent White Water.
Management as Plate Spinning.
Management as Cat Herding.
Management as Performing Art.
Internal v. External
Flexibility v. Control
Tasks v. Relationships
Short-term v. Long-term

5. CHAPTER 1 The Dynamic New Workplace
Planning Ahead - the major study questions:
What are organizations like in the new workplace?
Who are managers and what do they do?
What is the management process?
What are the challenges ahead?
Schermerhorn - Chapter 1

6. Organizational Behavior
The study of human behavior, attitudes and performance in organizations.
It is interdisciplinary:
social psychology
clinical psychology
sociology
cultural anthropology
industrial engineering
organizational psychology

7. Organizational Iceberg
Formal Aspects (Overt)
Technology
Customers
Formal
Goals
Organizational design
Physical
Facilities
Rules and
regulations
Financial
resources
Surface competencies and skills
Behavioral Aspects (Covert)
Attitudes
Communication patterns
Informal team processes
Personality
Conflict
Political behavior
Underlying competencies and skills

8. Organizations and the New Workplace
combine the talents of its employees to achieve unique and significant results
Schermerhorn - Chapter 1

9. Organizations and the New Workplace
Individuals depend on organizations to provide gainful employment
good organizations make the best employers
Schermerhorn - Chapter 1

10. Are people an asset or a liability?

11. Organizations and the New Workplace
People
are the the ultimate foundations of organizational performance
represent intellectual capital
indispensable in creating long-term success
Schermerhorn - Chapter 1

12. Organizations and the New Workplace
What is an Organization?
A collection of people working together to achieve a common purpose
The purpose is to produce goods and/or services that satisfy the needs of customers
Schermerhorn - Chapter 1

13. Organizations and the New Workplace
Organizations as Systems
A system is a collection of interrelated parts that function together to achieve a common purpose
organizations are open systems that interact with their environments
organizations transform resource inputs into product outputs (goods and services)
feedback from the environment tells an organization how well it is meeting the needs of customers and society
Schermerhorn - Chapter 1

14. Organizations and the New Workplace
Productivity and Organizational Performance
Value-added
if an organization can add value to the original cost of resource inputs
earn a profit
add wealth to society
Performance effectiveness
measure of task output or goal accomplishment
direct line to ultimate customer service and satisfaction
Performance efficiency
measure of the resource cost associated with goal accomplishment
measure of outputs realized compared to inputs consumed
Schermerhorn - Chapter 1

15. Organizations and the New Workplace
Changing Nature of Organizations
Quality is a strong productivity theme
total quality management (TQM) is managing with an organizationwide commitment to
continuous improvement
completely meeting customers’ needs
Schermerhorn - Chapter 1

16. Organizations and the New Workplace
Changing Nature of Organizations
Change is important an aspect of organizations
Technology
virtual organizations operate with the support of extensive computer networks
allow people to work across large geographical distances
Cross-functional task forces
employees who work in different parts of an organization meet to share problem-solving expertise and coordinate operations
Schermerhorn - Chapter 1

17. Managers and the New Workplace
Manager is someone in an organization who is responsible for the work performance of one or more employees
ex. supervisor, team leader, division head, administrator, project director
Schermerhorn - Chapter 1

18. Managers and the New Workplace
Essential Human Resources are employees that report to managers
ex. direct reports, team members, subordinates
Schermerhorn - Chapter 1

19. Managers and the New Workplace
Managers’ key responsibility is to help an organization achieve high performance by utilizing human and material resources
Management is the process consisting of
planning
organizing
leading
controlling
Schermerhorn - Chapter 1

20. Managers and the New Workplace
Types of Managers
Top managers
ensure that major performance objectives are established and accomplished in accordance with organization’s purpose
responsible for performance of an organization as a whole or one of its significant parts
ex. CEO, COO, president, vice president
Schermerhorn - Chapter 1

21. Managers and the New Workplace
Types of Managers (con’t)
Middle managers
report to top managers
in charge of relatively large departments or divisions
implement complex projects that require the participation of persons from different parts of organizations
ex. Plant managers, division managers, branch sales managers, clinic directors, deans
Schermerhorn - Chapter 1

22. Managers and the New Workplace
Types of Managers (con’t)
First-line managers
in charge of a smaller work unity composed of nonmanagerial workers
ensure that their work team or unit meet performance objectives that are consistent with plans of middle and top management
ex. team leader, supervisor, department head, unit manager
Schermerhorn - Chapter 1

23. Managers and the New Workplace
Types of Managers (con’t)
Managers work in different capacities within organizations
Line managers are responsible for work activities that directly affect organization’s outputs
Staff managers use technical expertise to advise and support the efforts of line workers
Functional managers are responsible for a single area of activity
General managers are responsible for more complex units that include many functional areas
Administrators typically work in nonprofit organizations
Schermerhorn - Chapter 1

24. Managers and the New Workplace
Valuing Diversity describes demographic differences among members of the workforce
age
gender
race
national origin
physical characteristics
Schermerhorn - Chapter 1

25. Managers and the New Workplace
Accountability and Managerial Performance
Challenges of Valuing Diversity
Cultural bias
prejudice: negative, irrational attitudes towards members of minority groups
discrimination: denying members of minority groups full benefits of organizational membership
glass ceiling effect: existence of an invisible barrier that prevents women and minority workers from rising above a certain level of organizational responsibility
Schermerhorn - Chapter 1

26. Approaches to Management
Functions
Roles
Skills
Competencies

27. Management Competencies
Conceptual
Technical Managerial/Clinical
Interpersonal/collaborative
Political
Commercial
Governance

28. Management Functions Management Functions PLANNING
Deciding in advance what is to be done
ORGANIZING
Developing intentional patterns of relationships among people and other resources
Management Functions
DECISION
MAKING
Choosing
between or
among
alternatives
STAFFING
Acquiring, maintaining and retaining human resources.
CONTROLLING
Regulating activities in the organization
DIRECTING
Initiating work in the organization

29. The Management Process
Managerial Activities and Roles
Interpersonal roles - interactions with persons inside and outside the work unit
Informational roles - involve the giving, receiving and analyzing of information
Decisional roles - involve using information to make decisions to solve problems or address opportunities
Schermerhorn - Chapter 1

30. Zuckerman and Dowling
Trinity of Managerial roles
Designer
Strategist
Leader

31. The Management Process
Managerial Activities and Roles
Managers work:
long hours
at an intense pace
at fragmented and varied tasks
largely through interpersonal relationships
Schermerhorn - Chapter 1

32. The Management Process
Managerial Agendas and Networks
Agenda setting -
develop action priorities for their jobs
include goals and plans that span long and short time frames
general in the beginning but become more specific
Schermerhorn - Chapter 1

33. The Management Process
Managerial Agendas and Networks
Networking
process of building and maintaining positive relationships with people
Schermerhorn - Chapter 1

34. The Management Process
Managerial Skills and Competencies
Skill - ability to translate knowledge into action that results in desired performance
technical - special proficiency or expertise
human - work well with others
conceptual - ability to view situations broadly and to solve problems
Schermerhorn - Chapter 1

35. Type of Manager Senior Manager Middle Manager First-level Manager
Skills
Type of Manager
Level of position
in the
Organization
Hierarchy
Degree of authority
and scope of
responsibility and
activities
Senior Manager
High
Large
Middle Manager
Middle
Medium
First-level
Manager
Low
Small
Technical
Skills
Conceptual
Skills
Human Relations
Skills

36. Henry Mintzberg’s Manager’s roles
FORMAL
AUTHORITY AND
STATUS
INTERPERSONAL
ROLES
Figurehead
Influencer
(Leader)
INFORMATIONAL
ROLES
Monitor
Disseminator
Spokesperson
DECISIONAL
ROLES
Entrepreneur
Disturbance
handler
Resource Allocator
Negotiator

37. The Management Process
Managerial Skills and Competencies
Managerial Competency - skill or personal characteristic that contributes to high performance in a management job
includes
the management process
the manager’s roles
Schermerhorn - Chapter 1