Why Study OB & Management?

The better you can work with people, the

more successful you will be in both your
personal and your professional lives.
Employers want to hire employees
who can participate in managing
the firm.
Even nonmanagers (Individual
Contributors) are being trained
to perform management
functions.
11
Why Study OB & Management?
(contd)
The study of management builds the skills needed in todays
workplace to succeed in:
Becoming a partner in managing your organization through
participative management.
Working in a team and sharing in decision making and other
management tasks.
The study of management also applies directly to your
personal life in helping you to:
Communicate with and interact with people every day.
Make personal plans and decisions, set goals, prioritize what you
will do, and get others to do things for you.
Society Needs Leaders and Team Players
Be Successful in our Community, Religious, Social, Professional,
Recreational and Other Organizations.
Become Leaders for a Just and Humane World

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What Is a Managers Responsibility?
Manager
The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources. Participative?
The Managers Resources
Human, financial, physical, and informational
Performance
Means of evaluating how effectively and efficiently
managers use resources to achieve objectives.
Today often means How as well as What
13
What Does It Take to Be a Successful Manager?
Management Qualities
Integrity, industriousness, and the ability to get
along with people
Management Skills
Technical
Human and communication (Teaming)
Conceptual and decision-making skills
Systems Thinking & Critical
Thinking
(6 Traits of Manager Success Inverse Order)
6) Initiative, 5)self-assurance,4) decisiveness, 3)
intelligence, 2) need for occupational
achievement, and 1) supervisory ability
14
Exhibit 12
15
What Do Managers Do?
Management Functions (Different Scope at job level)
Planning
Setting objectives and determining in advance
exactly (?) how the objectives will be met.
Monitor for Change and Anticipate or React
PDCA Plan Do Check - Act
Organizing
Delegating and coordinating tasks and
allocating resources to achieve
objectives.
Leading
Influencing employees to work
toward achieving objectives.
Setting an Example (Shadow of the Leader)
Controlling
Establishing and implementing mechanisms to
ensure that objectives are achieved.
16
17
The Systems Relationship among the Management Functions
18
Exhibit 13
Planning
Organizing
Leading
Controlling
Management
Functions
Management
Skills
Management Roles
Role
A set of expectations of how one will behave in a
given situation.
Management Role Categories (Mintzberg)
Interpersonal
Figurehead, leader, and liaison
Informational
Monitor, disseminator, and spokesperson
Decisional
Entrepreneur, disturbance handler, resource allocator,
and negotiator
19
Ten Roles Managers Play
110
Exhibit 14
Managers play various roles as necessary while performing their
management functions so as to achieve organizational objectives.
111
Differences Among Managers
The Three Levels of Management
Top managers
CEO, president, or vice president
Middle managers
Sales manager, branch manager, or department head
First-line managers
Crew leader, supervisor, head nurse, or office manager
Individual Contributors (ICs)
Non-management operative employees
Workers in the organization who are supervised by first-line
managers.
Professionals/Specialists/Technicians (Knowledge Workers)
112
Management Levels and Functional Areas
113
Exhibit 15
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE
SOME
ORGANIZATIONS
FLIP THIS CHART
UPSIDE DOWN
Types of Managers
General Managers
Supervise the activities of several departments.
Functional Managers
Supervise the activities of related tasks.
Common functional areas:
Marketing/Sales/Product Development
Operations/Production/Services Delivery
Finance/Accounting
Human Resources/personnel management
Infrastructure (IT, Real Estate, Legal)
Project Managers
Coordinate employees across several functional departments to
accomplish a specific task.
114
Management Skills and Functions
Differences among management levels in skill
needed and the functions performed:
115
Exhibit 16
Planning
Organizing
Leading
Controlling
116
Individual Management Styles
Skill Builder 2 Page 31
What is Your Preferred Management Style?
Autocratic
Consultative
Participative
Empowerment
Combinations or Flexible
Best Management Style?
Adaptive or Situational Leadership
117
Differences between Large and Small Businesses
118
Exhibit 17
Differences between Large and Small Businesses (contd)
119
Exhibit 17 contd
ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC
ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
New Workplace Issues and Challenges
120
Technology and Speed
Globalization
and Diversity
Knowledge,
Learning,
Quality, and
Continuous
Improvement
Change, Creativity, Innovation,
and Entrepreneurship
Participative
Management,
Empowerment,
and Teams
Knowledge
Management
Ethics and
Social
Responsibility
Networking and
Boundaryless
Relationships
GENERATIONAL DIFFERENCES
New Workplace Issues and Challenges (contd)
Knowledge, Learning, Quality, and Continuous
Improvement
Information is the foundation of knowledge which,
in turn, is the foundation of competitive advantage.
People (employees) are the competitive advantage!
Knowledge workers
The learning organization
Knowledge Management
Involves everyone in an organization in sharing
knowledge and applying it to continuously improve
products and processes.
121
New Workplace Issues and Challenges (contd)
Change, Creativity, Innovation, and
Entrepreneurship
Knowledge management requires that people
change in order to continually improve.
The speed of change in modern business has
increased because of globalization and changes in
technology. And other factors listed.
Creativity is coming up with new ideas for
improvements, and innovation is implementing
those ideas.
Entrepreneurship is about generating creative ideas
and using them through innovation.
122
New Workplace Issues and Challenges (contd)
Participative Management, Empowerment,
and Teams
Empowering employees to share in performing
management functions by working in teams.
Learning organizations manage knowledge well
by empowering teams to be creative and
innovative.
Ethics and Social Responsibility
Managerial integrity
Layman Brothers Compliance after Financial
Scandals
Situational responses
e. g. Katrina
123
New Workplace Issues and Challenges (contd)
Networking and Boundaryless Relationships
Electronic networks
Beware the informality of e-mail, miss-interpreted
messages and first impressions
Can be distracting/off task
Relationship networks
Virtual integration

124
QUESTION ARE ELECTRONIC TOOLS CHANGING THE QUALITY OF
RELATIONSHIPS? E-Mail, NetMeeting, Video Conferences?


Microsoft Case Questions
1.Which type of resource played the
most important role in the success
of Microsoft?
a. human c. financial
b. physical d. informational

2. Which of the management skills is
stressed most in the case study?
a. technical
b. human and communication
c. conceptual and decision-making

3. Which of the management
functions is stressed most in the
case study?
a. planning c. leading
b. organizing d. controlling
4. Bill Gates' participation in and
coordination of small units and his
delegation of authority to managers
to run their departments are
examples of the __ management
function.
a. planning c. leading
b. organizing d. controlling

5. Which primary management role did
Bill Gates use to achieve success?
a. interpersonal-leader
b. informational-monitor
c. decisional-negotiator

6. Bill Gates is at which level of
management?
a. top b. middle c. first-line

125
Microsoft Case
7. Which type of manager is Bill Gates?
a. general
b. functional
c. project

8. Bill Gates has greater need for which
skills?
a. technical rather than conceptual
b. conceptual rather than technical
c. a balance of both

9. How does Bill Gates spend most of his
time?
a. planning and organizing
b. leading and controlling
c. a balance of both a and b

10. Would Ghiselli (6 Traits page 10)
agree that Bill Gates has supervisory
ability?
a. Yes b. No

11. Give examples of some of the tasks
Bill Gates performs in each of the
four management functions.

12. Give examples of some of the tasks
Bill Gates performs in each of the
three management roles.

13. Do you think you would like to work
for Bill Gates? Explain your answer.

14. Are Bill Gates and Microsoft ethical
and socially responsible?

126
Learning Outcomes
1. Describe a managers responsibility.
2. List and explain the three management skills.
3. List and explain the four management functions.
4. Identify the three management role categories.
5. List the hierarchy of management levels.
6. Describe the three different types of managers.
7. Describe the differences among management levels in terms of skills
needed and functions performed.
127
After studying this chapter, you should be able to:
Learning Outcomes (contd)
8. Define the following key terms:
128
manager planning
managers resources organizing
performance leading
management skills controlling
technical skills management role categories
human and communication
skills levels of management
conceptual and decision-
making skills types of managers
management functions knowledge management
New Workplace Issues and Challenges (contd)
Technology and Speed
E-business: work done by using electronic linkages
(including the Internet) between employees,
partners, suppliers, and customers.
E-commerce: business exchanges or transactions
that occur electronically.
Globalization and Diversity
Mergers are creating larger globalized firms.
Firms competing globally have to act locally.
Diversity is increasing as minorities grow and
markets globalize.
129
E-Commerce
130
Exhibit 18
Classical Theory
Classical Theorists
Focus on the job and management functions to
determine the best way to manage in all
organizations.
Scientific Management
Best way to maximize job performance
Fredrick Winslow Taylor
Father of Scientific Management
Frank and Lillian Gilbreth
Work efficiency
Henry Gantt
Work scheduling
131
Classical Theory (contd)
Administrative Theory
Henri Fayol
Father of Modern Management
Principles and functions of management
Max Weber
Bureaucracy concept
Chester Barnard
Authority and power in organizations
Mary Parker Follett
Worker participation, conflict resolution,
and shared goals
132
Behavioral Theory
Behavioral Theorists
Focus on people to determine the best way to
manage in all organizations.
Human Relations Movement (later, the
Behavioral Science Approach)
Elton Mayo
Hawthorne studies
Abraham Maslow
Hierarchy of needs theory
Douglas McGregor
Theory X and Theory Y
133
Management Science
Management Science Theorists
Focus on the use of mathematics to aid in
problem solving and decision making.
Mathematical models are used in the areas of
finance, management information systems
(MIS), and operations management.
134
Integrative Theories
Systems Theory
Focuses on viewing the organization as a whole
and as the interrelationship of its parts
(subsystems).
Sociotechnical Theory
Focuses on integrating people and technology.
Contingency Theory
Focuses on determining the best management
approach for a given situation.
135
Comparing Theories
136
Classical
Behavioral
Management
Science
Systems
Theory
Attempts to develop the best way to manage in all organizations by
focusing on the jobs and structure of the firm.
Attempts to develop a single best way to manage in all
organizations by focusing on people and making them productive.
Recommends using math (computers) to aid in problem solving
and decision making.
Manages by focusing on the organization as a whole and the
interrelationship of its departments, rather than on individual
parts.
Sociotechnical
Theory
Recommends focusing on the integration of people and
technology.
Contingency
Theory
Recommends using the theory or the combination of theories that
best meets the given situation.
Exhibit AP12