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Agenda:
Open Discussion on Chapter 1 Management
Management Overview
Skill Builder 2 Page 31
Microsoft Case Page 29
Questions or Discussion
Closing
Announcements:
Sign In on Attendance Sheet
Waiting List see Instructor for Add Codes
Homework Due any Problems?
Web Q Microsoft Case & Course Expectations
Textbook Problems?
11
Chapter 1
Managing
Exhibit 19
Copyright 2006 Thomson Business and Economics. All rights reserved. 13
Why Study OB & Management?
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
Exhibit 12
Copyright 2006 Thomson Business and Economics. All rights reserved. 17
Copyright 2006 Thomson Business and Economics. All rights reserved. 18
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.
Planning
Management
Functions
Controlling Organizing
Management
Skills
Leading
Exhibit 13
Copyright 2006 Thomson Business and Economics. All rights reserved. 111
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
Copyright 2006 Thomson Business and Economics. All rights reserved. 112
Ten Roles Managers Play
Exhibit 14
Copyright 2006 Thomson Business and Economics. All rights reserved. 113
Copyright 2006 Thomson Business and Economics. All rights reserved. 114
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)
Copyright 2006 Thomson Business and Economics. All rights reserved. 115
Management Levels and Functional Areas
SOME
ORGANIZATIONS
FLIP THIS CHART
UPSIDE DOWN
Copyright 2006 Thomson Business and Economics. All rights reserved. 117
Management Skills and Functions
Planning
Controlling Organizing
Exhibit 16
Copyright 2006 Thomson Business and Economics. All rights reserved. Leading 118
Copyright 2006 Thomson Business and Economics. All rights reserved. 119
Individual Management Styles
Skill Builder 2 Page 31
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Differences between Large and Small Businesses
Exhibit 17
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Differences between Large and Small Businesses (contd)
Networking and
Boundaryless Globalization
Relationships and Diversity
Participative
Management, Knowledge
Empowerment, Management
and Teams
GENERATIONAL DIFFERENCES Change, Creativity, Innovation,
and Entrepreneurship
Copyright 2006 Thomson Business and Economics. All rights reserved. 123
New Workplace Issues and Challenges (contd)
Copyright 2006 Thomson Business and Economics. All rights reserved. 124
New Workplace Issues and Challenges (contd)
Copyright 2006 Thomson Business and Economics. All rights reserved. 125
New Workplace Issues and Challenges (contd)
Copyright 2006 Thomson Business and Economics. All rights reserved. 127
Microsoft Case Questions
1.Which type of resource played 4. Bill Gates' participation in and
the most important role in the coordination of small units and
success of Microsoft? his delegation of authority to
a. human c. financial managers to run their
b. physical d. informational departments are examples of the
__ management function.
a. planning c. leading
2. Which of the management b. organizing d. controlling
skills is stressed most in the
case study?
a. technical 5. Which primary management role
did Bill Gates use to achieve
b. human and communication success?
c. conceptual and decision- a. interpersonal-leader
making b. informational-monitor
c. decisional-negotiator
3. Which of the management
functions is stressed most in
the case study? 6. Bill Gates is at which level of
a. planning c. leading management?
b. organizing d. controlling a. top b. middle c. first-line
Copyright 2006 Thomson Business and Economics. All rights reserved. 128
Microsoft Case
7. Which type of manager is Bill 10. Would Ghiselli (6 Traits page
Gates? 10) agree that Bill Gates has
a. general supervisory ability?
b. functional a. Yes b. No
c. project
11. Give examples of some of the
8. Bill Gates has greater need for tasks Bill Gates performs in each
which skills? of the four management
functions.
a. technical rather than
conceptual 12. Give examples of some of the
b. conceptual rather than tasks Bill Gates performs in each
technical of the three management roles.
c. a balance of both
13. Do you think you would like to
9. How does Bill Gates spend most work tor Bill Gates? Explain your
of his time? answer.
a. planning and organizing
b. leading and controlling 14. Are Bill Gates and Microsoft
ethical and socially responsible?
c. a balance of both a and b
Copyright 2006 Thomson Business and Economics. All rights reserved. 129
Closing
Copyright 2006 Thomson Business and Economics. All rights reserved. 130
Back Up Slides
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Learning Outcomes
After studying this chapter, you should be able to:
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.
Copyright 2006 Thomson Business and Economics. All rights reserved. 132
Learning Outcomes (contd)
8. Define the following key terms:
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
Copyright 2006 Thomson Business and Economics. All rights reserved. 133
New Workplace Issues and Challenges (contd)
Copyright 2006 Thomson Business and Economics. All rights reserved. 134
E-Commerce
Exhibit 18
Copyright 2006 Thomson Business and Economics. All rights reserved. 135
Appendix
A Brief History
of Management
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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
Copyright 2006 Thomson Business and Economics. All rights reserved. 138
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
Copyright 2006 Thomson Business and Economics. All rights reserved. 139
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
Copyright 2006 Thomson Business and Economics. All rights reserved. 140
Management Science
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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.
Copyright 2006 Thomson Business and Economics. All rights reserved. 142
Comparing Theories
Exhibit AP12
Copyright 2006 Thomson Business and Economics. All rights reserved. 143
Ideas on Management at Gap
Copyright 2006 Thomson Business and Economics. All rights reserved. 144