Supervisory%20Problems%20TRDE%204349

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Supervisory ProblemsTRDE 4349

• Instructor Lawrence E. Wagoner
• [phone]
• Bldg T2 - Rm 380
• TA Amy Chiu
• [phone] (pgr)
  camy_at_bayou.uh.edu
• Text Management - 6th Edition
• Schermerhorn

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The Dynamic New Workplace

• What is an Organization?
• A collection of people working together in a
  division of labor to achieve a common purpose.
• Organizations as Systems
• A system is a collection of interrelated
  parts that function together to achieve a common
  purpose.

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The Dynamic New Workplace

• Open Systems
• It is helpful to view organizations as open
  systems that interact with their environments in
  the continual process of transforming resource
  inputs into product outputs in the form of
  finished goods and/or services.

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Organizations as Open Systems
The organization creates
The environment consumes
The environment provides
Resources Inputs People Money Materials Technology
Information
Product Outputs Finished goods and/or
services
Workflows turn resources into
outputs Transformation process
Customer Feedback
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Productivity and Organizational Performance

• Productivity
• A summary measure of the quantity and quality
  of work performance with resource utilization
  considered.
• Productivity may be expressed as success in
  two dimensions of organizational performance -
• Effectiveness and Efficiency

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Productivity and Organizational Performance

• Performance Effectiveness
• An output measure of task or goal
  accomplishment.
• Performance Efficiency
• A measure of the resource cost associated with
  goal accomplishment.

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The Changing Nature of Organizations

• Total Quality Management
• Is managing with an organization-wide
  commitment to continuous work improvement,
  product quality, and meeting customer needs
  completely.
• A deliberate and conscious effort to gain a
  competitive advantage through exceptional quality
  and customer service.

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Managers and Management

• Manager
• Someone responsible for the work performance
  of one or more other persons in an organization.
• Management
• Formally defined as planning, organizing,
  leading, and controlling the use of resources to
  accomplish performance goals.

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Managers and Management

• Effective Managers
• Utilize organizational resources to achieve
  both high levels of task performance and high
  levels of personal satisfaction among people
  doing the required work.

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Types of Managers

• Top Managers
• Ensure that major performance objectives are
  set and accomplished in accord with the
  organizations purpose.
• Middle Managers
• Interpret high-level directions into plans and
  action guidelines for subordinates, pass
  information up the hierarchy to keep tom
  management informed, and work with peers to
  coordinate sub-unit activities.

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Types of Managers

• First-Line Managers
• Also know as team leaders or supervisors, they
  report to middle managers and directly supervise
  non-managerial workers.
• Line Managers
• Directly contribute to the production of the
  organizations basic goods or services.
• Staff Managers
• Use special technical expertise to advise and
  support line workers.

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Types of Managers

• Functional Managers
• Responsible for one area of activity, such as
  finance, marketing, production, personnel,
  accounting, or sales.
• General Managers
• Responsible for complex organizational units
  that include many areas of functional activity.
• Administrators
• A manager who works in a public or non-profit
  organization.

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Key Managerial Responsibilities

• Plan meetings and work schedules.
• Clarify goals and tasks and gather ideas for
  improvement.
• Appraise performance and counsel team members.
• Recommend pay increases and new assignments.
• Recruit, train, and develop team members.
• .

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Key Managerial Responsibilities

• Encourage high performance and teamwork.
• Inform team members about organizational goals
  and expectations.
• Inform higher levels of team needs and
  accomplishments.
• Coordinate with other teams and support their
  work effort.

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The Managers Challenge

• To fulfill an Accountability to superiors for
  work-unit performance, while depending on the
  efforts of subordinates to make this performance
  possible.
• Accountability being the requirement of one
  person to answer back to another person and show
  results achieved for assigned duties.

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Managerial Accountability Personal
Satisfaction For Workers

• Generally expressed as the Quality of Work
  Life or the overall quality of Human experiences
  in the work place.

• Adequate and Fair Pay.
• Safe and Healthy Working Conditions.
• Opportunity to Learn and Use New Skills.
• Room to Grow and Progress.
• Protection of Individual Rights.
• Pride in the Work Itself and, Pride in the
  Organization.

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Managerial Accountability Workforce Diversity

• Managers are supposed to value diversity( the
  demographic differences among members of the
  workplace) and help everyone work to their full
  potential.

Managers must strive to maintain a work
environment that is free of prejudice,
discrimination, and unlawful harassment.
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The Upside-Down View of Organizations
Customers and Clients
Ultimate beneficiaries of the
organizations efforts
Support

Operating Workers
Support
Team Leaders and Managers
Support
Top Mgrs
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Functions of Management

• Planning
• Determining what is to be achieved, setting
  goals, and identifying appropriate action steps.
• Organizing
• Allocating human and material resources in
  appropriate combinations to implement plans.

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Functions of Management

• Leading
• Guiding the work efforts of other people in
  directions appropriate to action plans.
• Controlling
• Involves monitoring performance, comparing
  results to goals, and taking corrective action.

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Managerial Roles

• Interpersonal
• Figurehead, leader, liaison - all involving
  interactions with others.
• Informational
• Monitor, disseminator, spokesperson - involves
  giving, receiving, and analyzing information.
• Decisional
• Entrepreneur, disturbance handler, resource
  allocater, negotiator - involves making decisions
  to solve problems and/or take advantage of
  opportunities.

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Managerial Realities

• Long Hours
• Intense Pace
• Fragmented and Varied Tasks
• Multiple Communication Media
• High Level of Interpersonal Contacts

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Managerial Agendas and Networks

• Agenda Setting
• Involves managers efforts to develop action
  priorities for their jobs that include goals and
  plans spanning long and short time frames.
• Networking
• The process of building and maintaining
  positive relationships with people whose
  cooperation may be needed to implement ones work
  agenda.

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Managerial Skills and Competencies

• Technical Skills
• The ability to apply in ones work a special
  proficiency or expertise to a method, process, or
  procedure.
• Human Skills
• The ability to work well in cooperation with
  other persons.
• Conceptual Skills
• Ones analytical and diagnostic capabilities.

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Personal Competencies for Managerial Success

• Leadership
• Self-objectivity
• Analytic Thinking
• Behavioral Flexibility
• Oral Presentations

• Written Communication
• Personal Impact
• Resistance to Stress
• Tolerance for Uncertainty

A Commitment to Life-long Learning
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Managers and the Challenges Ahead

• The Global Economy
• Ethics and Social Responsibility
• Workforce Diversity
• Employment Values and Human Rights
• Information and Technological Change
• High Performance Expectations