WHAT DO

MANAGERS DO AND
WHAT SKILLS DO
THEY USE?
 WHAT IS INDUSTRIAL
 MANAGEMENT?
It is the organizational process that includes strategic planning,
setting; objectives, managing resources, deploying the human
and financial assets needed to achieve objectives, and
measuring results.
 Management functions are not limited to managers and
supervisors. Every member of the organization has some
management and reporting functions as part of their job.
SCOPE OF INDUSTRIAL
MANAGEMENT
 Includes all aspects of relationships such as bringing
cordial and healthy labor management relations,
creating peace and developing industrial democracy.
 By safeguarding the interest of workers.
 By fixing reasonable wages
 By providing good working conditions.
 By providing other social security measures
 By maintaining healthy trade unions
 By collective bargaining agreement.
1. MANAGERIAL WORK IS OFTEN
INTENSE AND DEMANDING.
 The manager can never be free to forget the job, and never
has the pleasure of knowing, even temporarily, that there is
nothing else to do.
 Managers have little free time because of:
 Unexpected Problems
 Continuing requests of meetings
 Work days are hectic, intense, and faced passed.
 The pressure for always improving performance was all-encompassing.
 2. MANAGERS PLAN, ORGANIZE, LEAD, AND CONTROL

PLANNING
Setting performance
objectives and deciding
how to achieve them.

ORGANIZING
CONTROLLING
THE Arranging tasks,
Measuring
MANAGEMENT people, and other
performance and
PROCESS resources to
taking action to
accomplish the
ensure desired
work.
results

LEADING
Inspiring people to work
hard to achieve high
performance
3. MANAGERS ENACT
INFORMATIONAL, INTERPERSONAL,
AND DECISIONAL ROLES.
 Informational Roles – focus on the giving,
receiving, and analyzing of information.
 Interpersonal Roles – reflect interactions with
people inside and outside the work unit.
 Decisional Roles involve using information to
make decisions to solve problems or address
opportunities.
4. MANAGERS PURSUE ACTION
AGENDAS AND ENGAGE IN
NETWORKING.
 Agenda Setting – Managers develop action priorities
which are very important. It may be loosely
connected at the beginning but begins to be serious
over time.
 Networking – managers build and maintain positive
relationship with other people, ideally whose help
might be useful someday.
 Social Capital – it is the capacity to attract support
and help from others in order to get things done.
5. MANAGERS USE A VARIETY OF TECHNICAL,
HUMAN, AND CONCEPTUAL SKILLS.
 Conceptual Skills –The ability to thing analytically
and achieve integrative problem solving.

 Human skills – The ability to work well in

cooperation with other persons; emotional
intelligence – the ability to manage ourselves and
relationships effectively.

 Technical Skills – The ability to apply expertise and

perform a special task with proficiency.
EMOTIONAL INTELLIGENCE
 A manager with good human skills is also likely to be high in
emotional intelligence.
1.Self-awareness – understanding the mood and emotions.
2.Self-regulation – Thinking before acting; controlling disruptive
impulses.
3.Motivation – working hard and persevering.
4.Empathy – Understanding the emotions of others.
5.Social Skills – gaining rapport and building good relationships.
6. MANAGERS CAN AND SHOULD
LEARN FROM EXPERIENCE
 Life long learning – the process of continuously learning
from our daily experiences and opportunities
WHAT ARE SOME IMPORTANT
CAREER ISSUES IN THE NEW
WORKPLACE?
1. GLOBALIZATION AND JOB
MIGRATION ARE CHANGING THE
WORLD OF WORK.
 Globalization – it is the worldwide interdependence of
resource flows, product markets, and business competition.
 Global Sourcing – it involves contracting for work that is
performed in other countries.
 Job migration – it occurs when global outsourcing shifts from
one country to another.
2. FAILURES OF ETHICS AND
CORPORATE GOVERNANCE ARE
TROUBLESOME.
 Ethics – are set of moral standards of what is “good” and
“right” behavior in organizations and in our personal lives.
 Corporate governance – it is the oversight of a company’s
management by a board of directors.
3. DIVERSITY AND
DISCRIMINATION ARE
CONTINUING PRIORITIES.
Work force diversity - Describes the composition of a
workforce in terms of differences among people based on the
following:
1.Gender
2.Age
3.Race
4.Ethnicity
5.Religion
6.Sexual Orientation
7.Physical Ability
GLASS CEILING EFFECT
 It is an invisible barrier limiting career advancement
of women and minorities.
 Prejudice – It is the display of negative, irrational
attitudes towards women or minorities.
 Discrimination – Actively denies women and
minorities the full benefits of organizational
membership
4. INTELLECTUAL CAPITAL AND
SELF-MANAGEMENT SKILLS ARE
ESSENTIAL FOR CAREER SUCCESS.
 Free-agent economy – People change jobs more often, and
many work on independent contracts with a shifting mix of
employers.
 Shamrock Organization – Operates with a core group of
full-time long-term workers supported by others who work
on contracts and part time.
 Intellectual capital -It is the collective brainpower or
shared knowledge of a workforce.
INTELLECTUAL CAPITAL
FORMULA
 Competency represents our talents or job-relevant
capabilities, while
 Commitment represents our willingness to work hard in
applying them to important tasks.

 Intellectual Capital = Competency x Commitment

 ETHICS AND SOCIAL
RESPONSIBILITY
 Ethics – It is defined as the code of moral principles
that sets standards of good or bad, or right or wrong, in
our conduct.

 Ethical Behavior – it is used to describe what we

accept as “good” and “right” as opposed to “bad” or
“wrong”.
 ETHICAL BEHAVIOR IS
VALUES DRIVEN
 Many ethical problems arise at work when people are asked to do
something that violates their personal beliefs. For some, if the act is legal,
the proceed with confidence and consider their behavior ethical.
 For others, the ethical test goes beyond legality and extends to personal
values.
 Values – underlying beliefs and judgments regarding what is
right or desirable and that influence individual attitudes and
behaviors.
 VALUES

Terminal Instrumental
values values

These are preferences of desired These are preferences regarding

end states: the means to desired ends.
1. Self Respect 1. Honesty
2. Family Security 2. Ambitions
3. Freedom 3. Courage
4. Harmony 4. Imagination
5. Happiness 5. Self- discipline
WHAT IS CONSIDERED ETHICAL
VARIES AMONG MORAL
REASONING APPROACHES
1.Utilitarian View
2.Individualism View
3.Justice View
4.Moral Rights View
UTILITARIAN VIEW
 Considers ethical behavior to be that which delivers the greatest good to
the greatest number of people.
 Business executives, for example, might use profits, efficiency, and
other performance criteria to judge what decision is best for the most
people.
INDIVIDUALISM VIEW
 While the Utilitarian View focuses on greatest good of all, the
individualism focuses on the long term advancement of self-interests.
 The notion is people become self-regulating as they strive for individual
advantage over time; ethics is maintained overtime.
JUSTICE VIEW
 Justice view of moral reasoning considers behavior ethical
when people are treated impartially and fairly with
accordance to legal rules and standards.
 It judges the ethical aspect of any decision on the basis of
how equitable it is for everyone affected.

 Today there are four types of work place justice.

1. Procedural Justice
2. Distributive Justice
3. Interactional Justice
4. Commutative Justice
PROCEDURAL JUSTICE
 Involves fair administration of policies and rules.
 Example would be will there be the same punishment given to top
managers if they will be doing illegal works inside the work place?
DISTRIBUTIVE JUSTICE
 Involves allocation of outcomes without respect to individual
characteristics, such as on
 Ethnicity
 Race
 Gender
 Age

 For example, does a woman of the same qualification of a man receive

chances of promotion?
INTERACTIONAL JUSTICE
 Focuses on treating everyone with dignity an respect.

 For example, does a bank loan office take the time to fully explain to an
applicant why he or she was turned down on a loan?
COMMUTATIVE JUSTICE
 Focuses on the fairness of exchanges or transactions. An exchange is
deemed to be fair if all parties enter into it freely, have access to relevant
and available information, and obtain some type of benefit from the
transaction.
MORAL RIGHTS VIEW
 Considers behaviors to be ethical when it respects and
protects the fundamental rights of people.
 This view believes all people have rights to life, liberty, and
fair treatment under the law.
 In organizations, this translates into protecting the right of
employees to privacy, due process, free speech, free
consent, health and safety, and freedom of conscience.
WHAT SHOULD WE KNOW ABOUT
THE SOCIAL RESPONSIBILITY OF
ORGANIZATIONS
 Social Responsibility is an organization’s obligation to best
serve society.

 Organizations, groups, and persons with whom an

organization interacts and conducts business are known as
its stakeholders.
 They are known to be as stake holders it is because they
have a “direct stake” or interest in its performance.
WHO ARE THE STAKE
HOLDERS OF ORGANIZATION

 EMPLOYEES
 STOCK HOLDERS
 EDUCATIONAL
 FEDERAL, STATE,
INSTITUTIONS
LOCAL
 SUPPLIERS
GOVERNMENTS
BUSINE  LEGAL
 COMPETITORS
SS FIRM INSTITUTIONS
 FUTURE
 CUSTOMERS
GENERATIONS
 FINANCIAL
 LABOR UNIONS
INSTITUTIONS
 PUBLIC-INTEREST
GROUPS
SOCIAL RESPONSIBILITY IS AN
ORGANIZATION’S OBLIGATION TO
BEST SERVE SOCIETY
 Corporate social responsibility – it is the obligation of an organization
to serve its own interest and those of its stake holders.

 There are 3P’s of organizational performance and these are – people,

profit, planet
 The triple bottom line of organizational performance seeks to answer
the following questions.
 Is the decision economically sound?
 Is the decision socially responsible?
 Is the decision environmentally sound?
THE CLASSICAL VIEW OF CSR
 The classical view of CSR holds that management’s
only responsibility in running a business is to
maximize profits and shareholder value.
 It puts focus on the single bottom line of financial
performance
 In other words: “The business of business is
business.”
 SOCIAL RESPONSIBILITY AUDITS
MEASURE THE SOCIAL
PERFORMANCE OF ORGANIZATIONS
 Social responsibility audit – measures and reports an
organization’s performance in various areas of corporate social
responsibility.

ECONOMIC DISCRETIONA
LEGAL
RESPONSIB ETHICAL RY
RESPONSIB RESPONSIBI RESPONSIBILI
ILITY:
ILITY: LITY: TY:
BE CONTRIBUTE
OBEY THE “DO WHAT IS
PROFITABL TO THE
LAW RIGHT” COMMUNITY
E

ZONE OF COMPLIENCE ZONE OF CONVICTION

 Economic Responsibility – an organization earns it when it earns a profit
through the provision of goods and services desired by the customers.
 Legal Responsibility – it is fulfilled when an organization operates
within the law and according to the requirements of various external
regulations.
 Ethical Responsibility – it is fulfilled when the actions of the
organization voluntarily conform not only to legal expectations but also
to the broader values and moral expectations of the society.
 Discretionary Responsibility - the organization moves beyond basic
economic, legal, and ethical expectations to provide leadership in
advancing the well-being of individuals, communities, and society as a
whole.
SUSTAINABILITY IS AN
IMPORTANT SOCIAL
RESPONSIBILITY GOAL
 Think about the issues of our day things like:
 Resource scarcity
 Climate change
 Carbon footprints
 Alternative energy

Think about popular terms and slogans like:

 Renew
 Recycle
 Conserve
 Preserve
SUSTAINABILITY
 It is a goal that addresses the rights of present and future
generations as co-stake holders of present day natural
resources.

 It will include the notion of sustainable business where firms

operate in ways that both meet the needs of the customers
and protect or advance the well-being of our natural
environment.
IF SUSTAINABILITY IS TO REACH
THEN WHAT IS SUSTAINABLE
DEVELOPMENT?
Sustainable development is making use of natural resources to meet today’s
needs while also preserving and protecting the environment for use by
future generation.
 The conversation about our planet and sustainable development stands at
the interface between how people live and how organizations operate, and
the capacity of the natural environment to support them.
 We simply want these things in our lives:
 Prosperity
 Convenience
 Comfort
 Luxury
 We should be aware of the “cost” of these aspirations and how those costs can be borne
in a what that doesn't impair the future.
ENVIRONMENTAL CAPITAL
AND NATURAL CAPITAL
 It is the storehouse of natural resources – atmosphere, land, water, and
minerals – that we use to sustain life and produce goods and services for
society.
 Environmental capital and natural capital is reflected to the global
quality standards ISO 14001.
 ISO 14001 – is a global quality standards that certifies organization that
set environmental objective and targets, account for the environmental
impact of their activities, and continuously improve environmental
performance.
ETHICAL STANDARDS IN
PRODUCTION
 Ethics in production is a subset of business ethic that is meant to ensure
that the production function or activities are not damaging to the
consumer of the society.
ALL THE PRODUCTION FUNCTION
ARE GOVERNMENT BY
PRODUCTION ETHICS
1. There are ethical problems arising out of use of new technologies that
are deleterious to health, safety and environment.
2. Technological advancement like genetically modified organisms, and
radiations from mobile phones.
3. Defective services and products or products those are innately
deleterious like alcohol, tobacco, fast motor vehicles, warfare.
4. Animal testing and their rights or use of economically or socially
deprived people for testing or experimentation is another area of
production ethics.
5. Ethics of transaction between the organization and the environment that
lead to pollution, global warming, increase in water toxicity and
diminishing natural resources.