Management Class 1

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Management - Class 1

• Chapter 1

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Chapter 3 Learning Objectives

• List the specific management tasks facing the
  person in charge.
• Identify the manager, and explain how that
  person's job differs from that of others
• Answer the question, Do I have what it likes to
  be a manager?
• List and describe five things a manager can learn
  form the evolution of management thought.
• Explain what environmental forces are influencing
  the managers business.
• List the reasons why a manager should use a
  particular management approach.

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Patterson CEO of Cerner

• The parking lot is sparsely used at 8 a.m.,
  likewise at 5 p.m. As managers, you either do not
  know what your EMPLOYEES are doing, or YOU do not
  CARE you have a problem and you will fix it or
  I will replace you. NEVER in my career have I
  allowed a team which worked for me to think they
  had a 40 hr. job. I have allowed YOU to create a
  culture which is permitting this if you are
  the problem, pack your bags. Folks, this is a
  management problem, not an EMPLOYEE problem.
  Congratulations, you are management You have
  allowed this to get to this state. You have two
  weeks. Tick, Tock.

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Business Future

• Changes in the workforce, technology, and markets
  will all have a significant impact on how firms
  are organized and on the policies and procedures
  they implement. Because the future cannot be
  predicted with certainty, management must be
  prepared to adapt its strategies and plans when
  the future unfolds differently than anticipated.
  Successful firms Are not necessarily those that
  guessed right but those that are agile enough to
  thrive in many different futures.

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Business

• A type of organization
• A number of persons or groups of people having
  specific responsibilities, formal assigned roles,
  and united for some purpose or work.
• They are organized
• Focused not aimless
• Functions in a Business Environmental System
• Complex of social and cultural uncontrollable
  conditions affecting the nature of an
  organization.
• Combines Factors of Productions
• 5 types of resources that are common to all
  productive activity to create goods and services
• Strives for a profit, or purpose
• Profits Income less expenses
• Purpose goals other than the usual business
  goals of profit
• By providing goods and services desired by its
  customers
• Goods tangible items manufactured by business
• Service intangible offerings of businesses that
  cannot be held, touched, or stored
• These goods and service are the basis of the
  countries standard of living

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Management

• Management is a person who tries to accomplish
  the organizational goals by
• Planning is setting goals and deciding on
  courses of action, developing rules and
  procedures, developing plans and forecasting.
• Organizing is identifying jobs to be done,
  hiring people to do them, establishing
  departments, delegating or pushing authority down
  to subordinates, establishing a chain of command
  and coordinating the work of subordinates.
• Leading Influencing other people to get the job
  done, maintaining morale, ,molding company
  culture, and managing conflicts and
  communication.
• Controlling - is setting standards, comparing
  actual performance with these standards, and then
  taking corrective action as required.
• So the organization can achieve its goals
• Managers utilize
• Management Theories
• Work through employees
• Put systems in place
• Give direction (orders)

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Managers

• Managers Roles
• Figurehead performing ceremonial duties
• Leader motivating and encouraging employees
• Liaison in contact with people outside their
  own department
• Spokesperson for their department/ organization
• Negotiator Role
• Cultivate Processes
• The entrepreneurial getting employees thinking
  entrepreneurs.
• Competence-building encouraging employees to be
  more responsible, more educated. Allowing
  employees to make mistakes without fear of
  punishment, and coaching them to learn from their
  mistakes.
• Renewal Process encourage employees to question
  why we do the things we do

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Empowerment Game Plan

• Share Accurate Information with everyone.
• Share performance information about the company
  help people understand the business.
• Build trust through sharing
• Set up self-monitoring possibilities
• View mistakes as learning opportunities.
• Break down hierarchical thinking help people
  behave as owners.
• Then
• Crate Autonomy through Boundaries
• Clarify the big and little pictures
• Clarify goals and roles.
• Define values and rules that underlie actions
• Create rules and procedures that support
  empowerment.
• Provide needed training.
• Hold people accountable for results.
• And
• Replace Hierarchical Thinking with Self-Managed
  Teams
• Provide direction and skills training for
  empowered teams.
• Provide support and encouragement for change.
• Use diversity as a team asset.

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Benefits of Self-Managed Teams

• Increased job satisfaction
• Attitude change from have to to want to.
• Greater employee commitment
• Better communication between employees and
  management.
• More efficient decision-making process
• Improved quality
• Reduced operating costs
• More profitable organization.

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Types of Managers

• 3 differentiation of Managers
• Organization Level top, middle first line,2nd
  line.
• Position manager, director or vice president
• Functional title sales manager, VP of Finance
• Managers Level Roles
• Top Managers spend more time planning and
  setting goals.
• Middle Manager translate these goals into
  specific projects for their subordinates to
  execute
• Supervisors directs and controls the employees
  who actually do the work.

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• 2 types of Manager Personality
• Social Orientation social people are attracted
  to careers that involve working with others in a
  helpful or facilitative way.
• Enterprising orientation Tend to like working
  with people in a supervisory or persuasive way in
  order to achieve some goal.
• Competencies
• Interpersonal competence the ability to
  identify, analyze, and solve problems under
  conditions of incomplete inform nation and
  uncertainty.
• Interpersonal Competence the ability to
  influence, supervise, lead, manipulate, and
  control people at all levels.
• Emotional Competence are stimulated, not
  exhausted by emotional and interpersonal crises.
• Achievements
• Leadership skills, decision making, intellectual
  ability, written communication skills, creativity
  in solving business problems and motivation for
  advancement.

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Managerial Skills

• Skills reflect how the person acts and what
  they can actually do.
• 3 sets of skills
• Technical need to know how to plan, organize,
  lead, and control and technical competent in
  their area of expertise.
• Interpersonal include knowledge about human
  behavior and group processes, ability to
  understand the feelings, attitude and motives of
  others, and ability to communicate clearly and
  persuasively.
• Conceptual include analytical ability, logical
  thinking, concept formation, and inductive
  reasoning.

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History of ManagementStudy

• Classicist design the most highly specialized
  and efficient job you can. And plug in the
  worker, who will then do your bidding if the pay
  is right.( the worker was a cog in the machinery
  of industrialization)
• Scientific Management (1900s) managers, should
  scientifically study how work was done in order
  to identify the
• one best way through scientific observation,
  must find the best way to perform each job.
• Scientific selection of personnel uncover each
  workers limitation, find their possibility for
  development and give each worker the required
  training.
• Financial incentives- each worker was paid in
  direct proportion to how much they produce.
• Functional foremanship division of work between
  manager and worker.
• Managers Paned, prepared and inspected
• The work did the actual work.
• Motion Study Principle two hands should begin
  and complete their motions at the same time and
  should not be idle at the same time except during
  rest periods.

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History of ManagementStudy

• Principles of Management (Henri Fayol) for
  any action whatsoever, an employee should receive
  orders from one superior only.
• Bureaucracy Max Weber
• Well-defined hierarchy of authority
• Clear division of work
• System of rules covering the rights and duties of
  positions incumbents
• A system of procedures for dealing with the work
  situation
• Impersonality of interpersonal relationship
• Selection for employment, promotion based on
  technical competence.

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Behavioral School of thought

• The Environment
• After WWII
• Companies moving to RD
• More Diversified product lines decentralization
• Lower level employee making decisions
• Hawthorne Study emphasized that workers have
  needs and desires that the organization had to
  accommodate.
• Theory X and Theory Y Douglas McGregor
• Theory X worker most workers dislike work and
  responsibility and prefer to be directed
• Theory Y people wanted to work hard, could
  enjoy work, and could exercise substantial
  self-control.
• Mature Individual Chris Argyris gaining
  employees compliance by assigning them to highly
  specialized jobs with no decision-making power
  and then closely supervising them encourages
  workers to be dependent,, passive, and
  subordinate.

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Administrative

• Administrative Theory
• Impose control by closely monitoring
  subordinates insisting that the job be completed.
• Employee self-control providing better
  training, encouraging participative leadership,
  and developing commitment and loyalty.
• Quantitative/Management Science School
• Management Science Approach. - To use scientific
  analysis and tools to solve management problems.
• System Approach the system is an entity that
  has interdependent parts and purpose that must
  contribute to the organizations purpose.
• Situational/Contingency The way managers manage
  was contingent on the companys environment and
  on technology.

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Globalization

• Define firms that extend their sales,
  ownership, and/or manufacturing to new markets
  abroad.
• More competition means
• More pressure to improve
• Lower cost
• Make employee more productive
• Company Reaction
• Move or transfer operation abroad
• Technological Advances
• Nature of Work the worker is no longer a cog in
  a machine but an intelligent part of the overall
  process.
• Workforce is becoming more diverse (men/women,
  minority groups, older employees)
• Category Killers mammoth big box stores use
  economies of scale and wide selections to drive
  costs down and prices.
• Modern Management fast changing, high-pressure
  environment with more competition, change, and
  unpredictability. Companies responded by having
  leaner more efficient, and faster-acting staff.

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Managing Today

• Basic Management Features Today
• Faster, responsive and adaptive
• Flatter organizations
• Downsized
• Quality conscious
• Empowered
• Smaller units
• Decentralized
• Human capital oriented
• Boundaryless employees communicate and interact
  with other departments to speedup
  decision-making.
• Values and vision oriented
• Team based
• Knowledge based management