Professional Documents
Culture Documents
• 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?
1–1
Chapter 1
Managing
Exhibit 1–9
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–3
Why Study OB & Management?
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Why Study OB & Management? (cont’d)
• The study of management builds the skills needed in
today’s workplace to succeed in:
– Becoming a partner in managing your organization
through participative management.
– Working in a team and sharing in decision making and
other management tasks.
• The study of management also applies directly to your
personal life in helping you to:
– Communicate with and interact with people every day.
– Make personal plans and decisions, set goals, prioritize
what you will do, and get others to do things for you.
• Society Needs Leaders and Team Players
– Be Successful in our Community, Religious, Social,
Professional, Recreational and Other Organizations.
– Become Leaders for a “Just and Humane World”
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What Is a Manager’s Responsibility?
• Manager
– The individual responsible for achieving
organizational objectives through efficient and
effective utilization of resources. Participative?
• The Manager’s 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”
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What Does It Take to Be a Successful Manager?
Exhibit 1–2
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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.
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–9
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–10
The Systems Relationship among the Management Functions
Planning
Management
Functions
Controlling Organizing
Management
Skills
Leading
Exhibit 1–3
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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. 1–12
Ten Roles Managers Play
Exhibit 1–4
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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. 1–15
Management Levels and Functional Areas
SOME
ORGANIZATIONS
“FLIP” THIS CHART
UPSIDE DOWN
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Management Skills and Functions
Planning
Controlling Organizing
Exhibit 1–6
Copyright © 2006 Thomson Business and Economics. All rights reserved. Leading 1–18
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–19
Individual Management Styles
Skill Builder 2 – Page 31
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Differences between Large and Small Businesses
Exhibit 1–7
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Differences between Large and Small Businesses (cont’d)
Networking and
Boundaryless Globalization
Relationships and Diversity
Participative
Management, Knowledge
Empowerment, Management
and Teams
GENERATIONAL DIFFERENCES Change, Creativity, Innovation,
and Entrepreneurship
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New Workplace Issues and Challenges (cont’d)
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New Workplace Issues and Challenges (cont’d)
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New Workplace Issues and Challenges (cont’d)
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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. 1–28
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. 1–29
Closing
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Back Up Slides
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Learning Outcomes
After studying this chapter, you should be able to:
1. Describe a manager’s 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. 1–32
Learning Outcomes (cont’d)
8. Define the following key terms:
manager planning
manager’s 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. 1–33
New Workplace Issues and Challenges (cont’d)
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E-Commerce
Exhibit 1–8
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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. 1–38
Classical Theory (cont’d)
• 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. 1–39
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
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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.
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Comparing Theories
Exhibit AP1–2
Copyright © 2006 Thomson Business and Economics. All rights reserved. 1–43
Ideas on Management at Gap
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