1. Unit Four Seminar Intro to Management AB140 Instructor: Jill Burgett **Don’t forget to make sure your volume is up.

2. Unit Four Coursework Discussion Discussion Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. –Your first post should answer the discussion question and your second two posts should be responses to classmates. Assignment Assignment –Read a scenario about Sandwich Blitz, Inc. and answer four questions (min of 1 page and watch grammar). –Go to Academic Resources to review the Writing Tutorial and visit the Writing Center for assistance on grammar. –I posted an announcement with some APA help. Review Review –Ten multiple choice questions ***All Unit Four work is due by next Tuesday by 11:59 PM EST

3. Tonight’s Seminar What to expect in Unit Four What to expect in Unit Four Chapter 6 Chapter 6 –Second of the four management functions: Organizing –Fundamentals of Organizing: Differentiation and Integration –The Vertical Structure: Span of control Preview of Unit Five Preview of Unit Five

4. Fundamentals of Organizing Organization chart: reporting structure and division of labor in an organization. Organization chart: reporting structure and division of labor in an organization. Mechanistic organization: a formal structure intended to promote internal efficiency. Mechanistic organization: a formal structure intended to promote internal efficiency. Organic Structure: An organizational form that emphasizes flexibility characterized by: Organic Structure: An organizational form that emphasizes flexibility characterized by: –Broader responsibilities that change as the need arises –Communication through advice and information –Decentralized decision making and influence –Expertise is highly valued –Reliance on judgment rather than rules –Obedience to authority is less important than commitment to the organization’s goals. –Employees depend more on one another and relate more informally and personally.

5. Fundamentals of Organizing Differentiation: an aspect of the organization’s internal environment created by job specialization and the division of labor. Differentiation: an aspect of the organization’s internal environment created by job specialization and the division of labor. Integration: The degree to which differentiated work units work together and coordinate their efforts. Integration: The degree to which differentiated work units work together and coordinate their efforts.

6. Differentiation Is… High when an organization has many subunits and many specialists who think differently High when an organization has many subunits and many specialists who think differently Created through Created through –Division of labor – when the work of the organization is subdivided into smaller tasks to be performed by individuals. –Specialization – different people or groups perform specific parts of the larger task.

7. Integration Is… The degree to which differentiated work units work together and coordinate their efforts. The degree to which differentiated work units work together and coordinate their efforts. Accomplished through structural mechanisms Accomplished through structural mechanisms Any job activity that links work units Any job activity that links work units High differentiation and high integration leads to success in dynamic environments. High differentiation and high integration leads to success in dynamic environments.

8. Test Your Knowledge In the study by Lawrence and Lorsch, companies in complex, dynamic environments developed _____ levels of differentiation; and _____ levels of integration A) low; low B)intermediate; high C)high; high D)low; high E)high; low

9. The Vertical Structure Authority – legitimate right to make decisions and to tell other people what to do. Authority – legitimate right to make decisions and to tell other people what to do. Formal authority Formal authority –Based on formal position –e.g., Board of directors, Chief executive officer, Top management team Informal authority Informal authority –Based on expertise, experience, or personal qualities –e.g., scientists, computer-savvy employees

10. Hierarchy Three broad levels of the organizational pyramid Three broad levels of the organizational pyramid –Top management –Middle management –Operational management (Lower/Frontline)

11. Span of Control The number of subordinates who report directly to an executive or supervisor The number of subordinates who report directly to an executive or supervisor The optimal span of control maximizes effectiveness by balancing two considerations: The optimal span of control maximizes effectiveness by balancing two considerations: –Must be narrow enough to permit managers to maintain control over subordinates –Must not be so narrow that it leads to overcontrol and an excessive number of managers overseeing a few subordinates

12. When should span be wide? 1. The work is clearly defined and unambiguous 2. Subordinates are highly trained and have access to information 3. The manager is highly capable and supportive 4. Jobs are similar and performance measures are comparable 5. Subordinates prefer autonomy to close supervisory control

13. Delegation The assignment of new or additional responsibilities to a subordinate. The assignment of new or additional responsibilities to a subordinate. Requires a subordinate to report back to his or her boss about how effectively the assignment was carried out. Requires a subordinate to report back to his or her boss about how effectively the assignment was carried out. Fundamental feature of management at all levels Fundamental feature of management at all levels Good spot for discussion Good spot for discussion

14. Manager A and B (Delegation) Manager A Call Tom Burton at Nittany Office Equipment. Ask him to give you the price list on an upgrade for our personal computers. I want to move up to a Core 2 Duo processor with 4 gigs of RAM and at least a 500-gigabyte hard drive. Ask them to give you a demonstration, and let them try it out. Have them write up a summary of their needs and the potential applications they see for the new systems. Then prepare me a report with the costs and specifications of the upgrade for the entire department. Oh, yes, be sure to ask for information on service costs.

15. Manager A and B (Delegation) Manager B I’d like to do something about our personal computer system. I’ve been getting some complaints that the current systems are too slow, can’t run current software, and don’t allow for networking. Could you evaluate our options and give me a recommendation on what we should do? Our budget is around $2,500 per person, but I’d like to stay under that if we can. Feel free to talk to some of the managers to get their input, but need to have this done as soon as possible.

16. Advantages of Delegation Leverages the manager’s energy and talent and those of his or her subordinates Leverages the manager’s energy and talent and those of his or her subordinates Conserves a manager’s time Conserves a manager’s time Develops effective subordinates Develops effective subordinates Gives the subordinate a more important job Gives the subordinate a more important job Subordinate gains an opportunity to develop new skills and demonstrate potential for additional responsibilities and perhaps promotion Subordinate gains an opportunity to develop new skills and demonstrate potential for additional responsibilities and perhaps promotion Promotes a sense of being an important, contributing member of the organization leading to stronger commitment, perform their tasks better, and engage in more innovation. Promotes a sense of being an important, contributing member of the organization leading to stronger commitment, perform their tasks better, and engage in more innovation.

17. Steps in Effective Delegation

18. Unit Five Coursework Discussion Discussion –Be sure to post three times (min 100 words) on three separate days (from Wed-Tues) to receive full credit. –Reference the Leading and Management section on page 210 –Your first post should answer the discussion question and your second two posts (on separate days)should be responses to classmates. All posts should be a minimum of 100 words. Review Quiz Review Quiz –Ten multiple choice questions on unit five coursework to be completed by next Tuesday. Scenario Quiz Scenario Quiz –Ten multiple choice questions on the sources of power that Dalman and Lei can use at Sandwich Blitz –To be completed by next Tuesday –Two hour time limit. Can enter quiz only once. ***All Unit Five work is due by next Tuesday at 11:59 PM EST

19. Leading and Managing Leading Setting the direction for the firm Inspiring people to attain the vision Keep people focused on moving the organization toward its ideal future, motivating people to overcome any obstacles Managing Deal with ongoing day- to-day complexities Requires planning and budgeting routines Requires structuring the organization, staffing it with capable people, and monitoring activities

20. Scenario Quiz Business is going relatively well at Sandwich Blitz, Inc. However, Dalman and Lei have noticed that an increasing number of employees and store managers are arriving late to work. They are wondering what they should do. Business is going relatively well at Sandwich Blitz, Inc. However, Dalman and Lei have noticed that an increasing number of employees and store managers are arriving late to work. They are wondering what they should do. Answer a series of 10 multiple choice questions. Answer a series of 10 multiple choice questions. Referring to the textbook section on Power and Leadership on pages 211 and 212, which of the 5 sources of power should Dalman and Lei employ to address the problem of employee and manager tardiness at work? Referring to the textbook section on Power and Leadership on pages 211 and 212, which of the 5 sources of power should Dalman and Lei employ to address the problem of employee and manager tardiness at work?

21. Sources of Power

22. Legitimate Power (Authority) : Legitimate Power (Authority) : –Right or authority to tell others what to do –Employees are obligated to comply with legitimate orders

23. Sources of Power Reward Power : Reward Power : –Influences others because of control over reward –People comply with the leader’s wishes to receive those rewards.

24. Sources of Power Coercive Power: Coercive Power: –Has control over punishment –People comply to avoid those punishments

25. Sources of Power Referent Power: Referent Power: –Personal characteristics that appeal to others –People comply because of admiration, personal liking, a desire for approval, or a desire to be like the leader

26. Sources of Power Expert Power: Expert Power: –Expertise or knowledge that others believe that can learn from or gain from –People will comply because they believe in, can learn from, or can otherwise gain from that expertise.

27. Unit Six- Heads Up! There will be a QUIZ in unit six on the POLC model that we’ve been studying. There will be a QUIZ in unit six on the POLC model that we’ve been studying. It will consist of 20 questions and you’ll have two hours to complete it. It will consist of 20 questions and you’ll have two hours to complete it. Can only enter the QUIZ once. Can only enter the QUIZ once. The next seminar will include a special review.**** The next seminar will include a special review.****

28. Next Seminar Please join me next week for our unit five seminar. Please join me next week for our unit five seminar. Any questions, comments, or concerns? Any questions, comments, or concerns?