1. The Exceptional Manager What You Do, How You Do It

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

3. 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 2. 3. 4.   5. 6.

4. 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

5. What Managers Do: The Four Principal Functions Figure 1.1

6. 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

7. Managerial Roles

8. 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

9. 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

10. Management Theory Essential Background for the Successful Manager

11. WHY HISTORY?

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

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

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

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

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

17. 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

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

19. 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

20. McGregor's THEORY THEORY YTHEORY X

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

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

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

24. The Contemporary Perspective Figure 2.2

26. Implications        

27. 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

28. The Learning Organization in an Era of Accelerated Change  How can you build a learning organization? 1. 2. 3.