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

2. 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

3. 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!

4. 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

5. 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

6. 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”

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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”

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

14. 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.