Human Behavior in Organizations

CHAPTER 1 Management Functions

Management in Action
Reed Hastings Doesn’t Like Standing
Still
“Don’t be afraid to change the model.”
—Netflix CEO Reed Hastings
Introduction to Management
Organization – a group of people working
together in a structured and coordinated
fashion to achieve a set of goals.
Management – a set of activities directed at
Kinds of Managers
an organization’s resources with the aim of
achieving organizational goals in an efficient
and effective manner.
What is a Manager?
• Someone whose primary responsibility
is to carry out the management process.
• Management can be defined as a set of
activities (including planning and
decision making, organizing, leading,
and controlling) directed at an
organization’s resources (human,
financial, physical, and information), with
Kinds of Managers by Area
the aim of achieving organizational
goals in an efficient and effective • Marketing managers
manner.
• Financial managers
Effectiveness and Efficiency
• Operations managers
• By efficient, we mean using resources
wisely, in a cost-effective way. • Human resources managers

• By effective, we mean making the right • Administrative managers

decisions and successfully implementing • Specialist managers
them. In general, successful
organizations are both efficient and Management Skills
effective.
• Technical skills
• Interpersonal skills
• Conceptual skills
• Diagnostic skills

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Human Behavior in Organizations
• Communication skills
• Decision making skills
• Time management skills
Evolution of Management
• Early Mangement Pioneers
Robert Owen (1771–1858)
Recognized the importance of human
resources and the welfare of workers.
Charles Babbage (1792–1871)
Focused on creating production efficiencies
through division of labor, and application of
mathematics to management problems.
The Classical Management Perspective
• Scientific Management - concerned
with improving the performance of
individual workers.
• Earliest advocates of scientific
management
Frederick W. Taylor (1856-1915)
Frank Gilbreth (1868-1924)
Lillian Gilbreth ( 1878-1972)
• Administrative Management – focuses
on managing the total organization.
• Primary contributors to administrative
management
Henri Fayol (1841-1925)
Lyndall Urwick (1891-1983)
Max Weber (1864-1920)
The Behavior Management Perspective
• Emphasizes individual attitudes and
behaviors and group processes.
Contributors to behavior management
perspective
Hugo Munsterberg (1863-1916)
Mary Parker Follett (1868-1933)
• The Hawthorne Studies
Elton Mayo and associates
The Human Relations Movement
• Argued that workers respond primarily to
the social context of the workplace.
• Two writers who help advance the
human relations movement
Abraham Maslow (1908-1970) Hierarchy
of Needs
Douglas McGregor (1906-1964)Theory X
and Theory Y
The Quantitative Management
Perspective
• Quantitative management
perspective - focuses on decision
making, cost effectiveness,
mathematical models and the use of
computers.
• Two branches of quantitative approach
1. Management Science – focuses
specifically on the development of
mathematical models.
2. Operations Management –
concerned with helping
the organization more efficiently produce its
products or services.
Contemporary Management Perspective
• The System Perspective – an
interrelated set of elements functioning
as a whole
• Concept
• Open systems /Closed systems/
Subsystem
• Synergy
• Entropy
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Human Behavior in Organizations

• Universal perspective – an attempt to

identify the one best way to do
something.
• Contingency perspective – suggests that
appropriate managerial behavior in a
given situation depends on or is
contingent on, unique elements in a
given situation.
Contemporary Management Issues and
Challenges
• Globalization of product and service
markets
• An increasingly diverse and globalized
workforce
• Increased emphasis on ethics and social
responsibility
• The use of quality as the basis for
competition
• The shift to a predominately service-
based economy
• Meeting the challenges of a recovering
economy
• Creating new organizational structures
to provide challenging, motivating, and
flexible work environments
• The effects of new information
technology on how work is done in
organization

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