Module 1.

Managers, the Workplace and the Evolution of Management

o A manager is someone who coordinates and oversees the work of other people so organizational goals can be
accomplished.
o At the lowest level of management, first-line (or frontline) managers manage the work of nonmanagerial
employees who typically are involved with producing the organization’s products or servicing the
organization’s customers. These managers typically have titles such as supervisor, shift manager, district
manager, department head, or office administrator.
o Middle managers are those between first-line managers and the top level of the organization. They may have
titles such as regional manager, store manager, or division manager. Middle managers are mainly responsible
for turning the organization’s strategy into action.
o At the upper levels of the organization are the top managers, who are responsible for making organization-
wide decisions and establishing the strategy and goals that affect the entire organization. These individuals
typically have titles such as executive vice president, president, managing director, chief operating officer, or
chief executive officer.
o Organization is a deliberate arrangement of people to accomplish some specific purpose.
o Management involves coordinating and overseeing the work activities of others so their activities are
completed efficiently and efficiently.
o Efficiency refers to getting the most output from the least number of inputs or resources.
o Effectiveness is often described as “doing the right things,” that is, doing those work activities that will result
in achieving goals.
o Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the
ends or attainment of organizational goals. In successful organizations, high efficiency and high effectiveness
typically go hand in hand.
o Management Functions–
o 1. Planning: management function that involves setting goals, establishing strategies for achieving those
goals, and developing plans to integrate and coordinate activities.
2. Organising: Management function that involves arranging and structuring work to accomplish the
organization’s goals.
3. leading: Management function that involves working with and through people to accomplish organizational
goals.
4. Controlling: Management function that involves monitoring, comparing, and correcting work performance.
o Management Roles by Henry Mintzberg- managerial roles: are Specific actions or behaviours expected of
and exhibited by a manager. interpersonal roles: are Managerial roles that involve people and other duties
that are ceremonial and symbolic. informational roles: Managerial roles that involve collecting, receiving,
and disseminating information. decisional roles: Managerial roles that revolve around making choices.
o Skills of a Manager by Robert L. Katz-
technical skills: Job-specific knowledge and techniques needed to proficiently perform work tasks.
interpersonal skills: The ability to work well with others individually and in a group.
conceptual skills: The ability to think and conceptualize abstract and complex situations.
 o classical approach: emphasized rationality and making organizations and workers efficient. Two major
theories compose the classical approach: scientific management and general administrative theory.
Frederick Taylor’s book described the theory of scientific management: using scientific methods to define
the “one best way” for a job to be done.
General administrative theory: An approach to management that focuses on describing what managers do
and what constitutes good management practice.
o The field of study that researches the actions (behaviour) of people at work is called organizational behaviour
(OB). The use of this in management gives the Behavioural Approach.
o quantitative approach: The use of quantitative techniques to improve decision-making. This approach also is
known as management science. It involves applying statistics, optimization models, information models,
computer simulations, and other quantitative techniques to management activities.
o total quality management (TQM): A philosophy of management that is driven by continuous improvement
and responsiveness to customer needs and expectations.
o contingency approach: A management approach that recognizes organizations as different, which means they
face different situations (contingencies) and require different ways of managing.

Module 2. Environments and Strategic Management – Planning and Org Culture

o omnipotent view of management: The view that managers are directly responsible for an organization’s
success or failure. This view of managers as omnipotent is consistent with the stereotypical picture of the
take-charge business executive who overcomes any obstacle in seeing that the organization achieves its goals.
And this view is not limited to business organizations. It also explains turnover among college and
professional sports coaches, who are considered the “managers” of their teams.
o symbolic view of management: The view that much of an organization’s success or failure is due to external
forces outside managers’ control. According to this view, it is unreasonable to expect managers to significantly
affect an organization’s performance. Instead, performance is influenced by factors such as the economy,
customers, governmental policies, competitors’ actions, industry conditions, and decisions made by previous
managers. Following the symbolic view, management has, at best, only a limited effect on substantive
organizational outcomes. What management does affect greatly are symbolic outcomes.
o Environment: Institutions or forces that are outside the organization and potentially affect the organization’s
performance.
o environmental uncertainty: The degree of change and complexity in an organization’s environment.
The first dimension of uncertainty is the degree of change. If the components in an organization’s
environment change frequently, it is a dynamic environment. If change is minimal, it’s a stable one.
The other dimension of uncertainty describes the degree of environmental complexity, which looks at the
number of components in an organization’s environment and the extent of the knowledge that the organization
has about those components. An organization with fewer competitors, customers, suppliers, government
agencies, and so forth faces a less complex and uncertain environment. Complexity is also measured in terms
of the knowledge an organization needs about its environment.
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o specific environment: The part of the environment consisting of crucial constituencies or stakeholders that
can positively or negatively influence an organization’s effectiveness. for most organizations, it includes one
or more of the following: suppliers, customers, competitors, government agencies, and special interest groups.

o Organizations depend on their environment as a source of inputs and as a recipient of its outputs.
Organizations must also abide by the laws and regulations and respond to groups that challenge the
organization’s actions.
o organizational culture: The shared values, principles, traditions, and ways of doing things that influence the
way organizational members act and that distinguish the organization from other organizations.
Our definition of culture implies three things. First, culture is a perception. It is not something that can be
physically touched or seen, but employees perceive it based on what they experience within the organization.
Second, organizational culture is descriptive. It is concerned with how members perceive the culture and
describe it, not with whether they like it. Finally, even though individuals may have different backgrounds or
work at different organizational levels, they tend to describe the organization’s culture in similar terms. That is
the shared aspect of culture.
o Research indicates six dimensions that appear to capture the essence of an organization’s culture:
1. Adaptability—The degree to which employees are encouraged to be innovative and flexible and to take
risks and experiment.
2. Attention to detail—The degree to which employees are expected to exhibit precision, analysis, and focus
on details.
3. Outcome orientation—The degree to which management emphasizes results rather than the techniques
and processes used to achieve them.
 4. People orientation—The degree to which management decisions consider the effect of outcomes on people
within and outside the organization.
5. Team orientation—The degree to which collaboration is encouraged and work activities are organized
around teams rather than individuals.
6. Integrity—The degree to which people exhibit honesty and high ethical principles in their work.
o strong cultures: Organizational cultures in which the key values are intensely held and widely shared.

Module 3. Designing the Organisation Structure

o organizational chart: The visual representation of an organization’s structure.

o organizational design: Creating or changing an organization’s structure.
o Departmentalization: The basis by which jobs are grouped.
o chain of command: The line of authority extending from upper organizational levels to the lowest levels,
which clarifies who reports to whom.
o Authority: The rights inherent in a managerial position to tell people what to do and to expect them to do it.
o line authority: Authority that entitles a manager to direct the work of an employee
o Staff authority: Positions created to support, assist, and advise those holding line authority. It is the
employer–employee authority relationship that extends from the top of the organization to the lowest echelon,
following the chain of command. As a link in the chain of command, a manager with line authority has the
right to direct the work of employees and to make certain decisions without consulting anyone.
o span of control: The number of employees a manager can efficiently and effectively manage.
o Centralization: The degree to which decision-making is concentrated at the upper levels of the organization.
Decentralization: The degree to which lower-level employees provide input or make decisions. is not an
either-or concept. The decision is relative, not absolute.
o Formalization: How standardized an organization’s jobs are and the extent to which employee behaviour is
guided by rules and procedures.
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o simple structure: An organizational design with little departmentalization, wide spans of control, centralized
authority, and little formalization.
o functional structure: An organizational design that groups similar or related occupational specialities.
o divisional structure: An organizational structure comprising separate, semiautonomous units or divisions.
o team structure: An organizational structure in which the entire organization is made up of work teams.
Employee empowerment is crucial because no line of managerial authority flows from top to bottom. Rather,
employee teams design and do work in the way they think is best, but the teams are also held responsible for
all work performance results in their respective areas.
o matrix structure: An organizational structure that assigns specialists from different functional departments to
work on one or more projects. One unique aspect of this design is that it creates a dual chain of command
because employees in a matrix organization have two bosses, their functional area manager and their product
or project manager, who share authority. The project manager has authority over the functional members who
are part of the project team in areas related to the project’s goals. However, any decisions about promotions,
salary recommendations, and annual reviews typically remain the functional manager’s responsibility
o project structure: An organizational structure in which employees continuously work on projects. Project
structures tend to be more flexible organizational designs, without the departmentalization or rigid
organizational hierarchy that can slow down making decisions or acting.
o virtual organization (also sometimes called the network or modular organization): An organization that
consists of a small core of full-time employees and outsources its major business functions. The virtual
organization is highly centralized, with little or no departmentalization.
o Telecommuting: A work arrangement in which employees work at home and are linked to the workplace by
computer.
Module 4. Managing Diversity and Inclusion

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o EQUITY- FAIR TREATMENT FOR ALL PEOPLE: promoting justice, impartiality and fairness within the
procedures, processes, and distribution of resources by institutions or systems.
o Inclusion refers to the degree to which organizations embrace all employees and enable them to make
meaningful contributions, via power, voice, and culture.

Module.5 Introduction to OB and the Individual at the Workplace

o Organizational behaviour focuses primarily on two major areas. 1. OB looks at individual behaviour.
Based predominantly on contributions from psychologists, this area includes such topics as attitudes,
personality, perception, learning, and motivation. 2. OB is concerned with group behaviour, which
includes norms, roles, team building, leadership, and conflict.
o The goals of OB are to explain, predict, and influence behaviour. Managers need to be able to explain
why employees engage in some behaviours rather than others, predict how employees will respond to
various actions and decisions, and influence how employees behave.
o 6 specific concerns of employee behaviour
employee productivity: A performance measure of both efficiency and effectiveness.
absenteeism: The failure to show up for work.
Turnover: The voluntary and involuntary permanent withdrawal from an organization.
organizational citizenship behaviour (OCB): Discretionary behaviour that is not part of an employee’s
formal job requirements, but which promotes the effective functioning of the organization.
job satisfaction: An employee’s general attitude toward his or her job.
counterproductive workplace behaviour: Any intentional employee behaviour that is potentially
damaging to the organization or individuals within the organization.
o Attitudes: Evaluative statements, either favourable or unfavourable, concerning objects, people, or
events. An attitude is made up of three components: cognition, affect, and behaviour.
cognitive component: That part of an attitude that’s made up of the beliefs, opinions, knowledge, or
information held by a person.
affective component: That part of an attitude that’s the emotional or feeling part.
 behavioural component: That part of an attitude that refers to an intention to behave in a certain way
toward someone or something.
o 4 most important job-related attitudes are job satisfaction, job involvement, organizational
commitment, and employee engagement.
job involvement: The degree to which an employee identifies with his or her job, actively participates in
it and considers his or her job performance to be important to self-worth
organizational commitment: The degree to which an employee identifies with a particular organization
and its goals and wishes to maintain membership in that organization.
perceived organizational: support Employees’ general belief that their organization values their
contribution and cares about their well-being.
employee engagement: When employees are connected to, satisfied with, and enthusiastic about their
jobs.
o Cognitive dissonance theory sought to explain the relationship between attitudes and behaviour.
Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behaviour and
attitudes. The theory argues that inconsistency is uncomfortable and that individuals will try to reduce the
discomfort and, thus, the dissonance.
The theory proposes that how hard we will try to reduce dissonance is determined by three things:
(1) the importance of the factors creating the dissonance
(2) the degree of influence the individual believes he or she has over those factors
(3) the rewards that may be involved in dissonance.
o attitude surveys: Surveys that elicit responses from employees through questions about how they feel
about their jobs, work groups, supervisors, or the organization.
o Myers-Briggs Type Indicator (MBTI): A personality assessment instrument that classifies people into
four categories extraversion or introversion (E or I), sensing or intuition (S or N), thinking or feeling (T or
F), and judging or perceiving (J or P).

o Big Five Model: which proposes that five basic dimensions underlie all others and encompass most of the
significant variation in human personality
1. Extraversion: The degree to which someone is sociable, talkative, assertive, and comfortable in
relationships with others.
2. Agreeableness: The degree to which someone is good-natured, cooperative, and trusting.
3. Conscientiousness: The degree to which someone is reliable, responsible, dependable, persistent, and
achievement-oriented.
4. Emotional stability: The degree to which someone is calm, enthusiastic, and secure (positive) or tense,
nervous, depressed, and insecure (negative).
 5. Openness to experience: The degree to which someone has a wide range of interests and is imaginative,
fascinated with novelty, artistically sensitive, and intellectual.
o the Dark Triad: The three personality traits of Machiavellianism, narcissism, and psychopathy.
Machiavellianism is A measure of the degree to which people are pragmatic, maintain emotional
distance, and believe that ends justify means.
Narcissism describes a person who has a grandiose sense of self-importance, requires excessive
admiration, and is arrogant.
psychopathy Describes individuals who lack concern for others and lack guilt or remorse when actions
cause harm.
o locus of control: A personality attribute that measures the degree to which people believe they control
their own fate.
o self-esteem An individual’s degree of like or dislike for himself or herself.
o self-monitoring A personality trait that measures the ability to adjust behaviour to external situational
factors.
o proactive personality A personality trait that describes individuals who show initiative and take actions
to influence their environments.

Module .6-Being an Effective Leader

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