Chapter 1: The Management Process

Working Today There are no guarantees of long-term employment. Jobs are increasingly earned and re-earned every day. Careers are being redefined in terms of flexibility, free agency, skill portfolios, and entrepreneurship.

Talent Our greatest assets as a corporation are the gifts, talents, and abilities or our employeeowners. Max DePree Intellectual capital the collective brainpower or shared knowledge of a workforce Knowledge worker someone whose mind is a critical asset to employers

Diversity - Workforce diversity describes differences among workers in gender, race, age, ethnicity, religion, sexual orientation, and able-bodiedness - Prejudice the display of negative, irrational attitudes toward members of diverse populations - Discrimination actively denies minority members the full benefits of organizational membership - Glass ceiling effect an invisible barrier limiting career advancement of women and minorities Globalization - Globalization is the world interdependence of resource flows, product markets, and business competition. Technology Ethnics - Ethnics set moral standards of what is good and right in ones behavior. Careers - Portfolio worker has up-to-date skills that allow for job and career mobility

Organizations in the New Workplace

What is an organization? An organizations is a collection if people working together to achieve a common purpose.

Organizations as Systems
Organizations are open systems that interact with their environments in the continual process of obtaining resource inputs and then transforming them into outputs in the form of finished goods and services for their customers. - Open system transforms resource inputs from the environment into product outputs

Organizational Performance
considered Performance effectiveness an output measure of task or goal accomplishment Performance efficiency an input measure of resource cost associated with goal

accomplishment Changing Nature of Organizations

Renewed belief in human capital Demise of command-and-control Emphasis on teamwork Pre-eminence of technology Embrace of networking New workforce expectations Concern for work-life balance Focus on speed

Managers in the New Workplace

What is a manager? A manager is a person who supports, activates, and is responsible for the work of others.

Levels of Managers
Top managers guide the performance of the organization as a whole or of one of its major parts Middle managers oversee the works of departments or divisions Team leaders report to middle managers and supervise non-managerial workers

Types of Managers Line managers directly contribute to producing the organizations goods or services Staff managers use special technical expertise to advice and support line workers Functional managers responsible for one area such as finance, marketing, production, personnel, accounting, or sales General managers responsible for complex, multifunctional units Administrator a manager in a public or non-profit organization Managerial Performance
Accountability the requirement to show performance results to a supervisor Effective manager helps others achieve high performance and satisfaction at work Quality of work life- the overall quality of human experiences in the workplace

Functions of Management

 Planning the process of setting objectives and determining what should be done to accomplish them Organizing the process of assigning tasks, allocation resources, and coordinating, work activities Leading the process of arousing enthusiasm and inspiring efforts to achieve goals Controlling the process of measuring performance and taking action to ensure desired results

Essential Managerial Skills - A skill is the ability to translate knowledge into action that results in desired performance. Technical skill the ability to use expertise to perform a task with proficiency Human skill or interpersonal skill - the ability to work well in cooperation with other people Emotional intelligence the ability to manage ourselves and our relationships effectively Conceptual and analytical skills the ability to think analytically to diagnose and solve complex problems

Chapter 2: History of Management Thought

Classical Management Approaches Scientific management - emphasizes careful selection and training of workers and supervisory support
- Frederick W. Taylor father of scientific management Administrative principles The concept of unity of direction assumes that efficiency will increase when a persons work is planned and directed by a supervisor - Henri Fayol Bureaucratic organization - Bureaucracy a rational and efficient form of organization founded on logic, order, and legitimate authority

Behavioral Management Approaches

Folletts Organizations as Communities managers and workers should labor in harmony without one party dominating the other, and with the freedom to talk over and truly reconcile conflicts and differences - Mary Parker Follett The Hawthorne Studies peoples feelings, attitudes, and relationships with co-workers affected their work, and that groups were important influences on individuals - Elton Mayo Maslows Theory of Human Needs (in order) physiological, safety, social, esteem, and selfactualization needs - Deficit principle a satisfied need is not a motivator of behaviour. People act to satisfy deprived needs. - Progression principle the five needs, exist in a hierarchy of prepotency

Abraham Maslow McGregors Theory X and Theory Y Theory X assumes people dislike work, lack ambition, act irresponsibly, and prefer to be led Theory Y assumes people are willing to work, like responsibility Douglas McGregor Argyris s Theory of Adult Personality some practices, especially those influenced by the classical management approaches, are inconsistent with the mature adult personality

Modern Management Foundations

Quantitative Analysis and Tools - Management science and operations research use quantitative analysis and applied mathematics to solve problems - Operations management the study of how organizations produce goods and services Organizations as Systems - Subsystem a smaller component of a larger system - Open system interacts with its environment and transforms resource inputs into outputs Contingency Thinking tries to match management practices with situational demands Quality Management - Total quality management managing with an organization-wide commitment to continuous improvement, product quality, and customer needs Knowledge Management and Organizational Learning - Knowledge management the process of using intellectual capital for competitive advantage - Learning organization continuously changes and improves, using the lessons of experience