Managment Articles

Agenda
Agenda and
and Announcements
Announcements
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
Managing
PowerPoint Presentation by Charlie Cook

The University of West Alabama
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Features
Features of
of This
This Books
Books Three-Pronged
Three-Pronged Approach
Approach
Features That Present Important

Concepts
Text discussions of
management research
Step-by-step behavior models
Learning Outcome statements
Key terms
Chapter summaries and
glossaries
Review and discussion
questions
Features That Foster Skill

Development
Features That Help You Apply

What You Learn
Opening cases
Organizational examples
Work Applications
Applying the Concept
Objective cases
Video cases
Ethics and Social
Responsibility features
Internet exercises
Self-assessments
Behavior Modeling videos
Behavior Modeling training
Skill Builder exercises
Exhibit 19
Copyright 2006 Thomson Business and Economics. All rights reserved.
13
Why
Why Study
Study OB
OB && Management?
Management?
The better you can work with people, the more
successful you will be in both your personal and
your professional lives.
Employers want to hire employees
who can participate in managing
the firm.
Even nonmanagers (Individual
Contributors) are being trained
to perform management
functions.
14
Why
Why Study
Study OB
OB && Management?
Management? (contd)
(contd)
The study of management builds the skills needed in

todays workplace to succeed in:
The study of management also applies directly to your

personal life in helping you to:
Becoming a partner in managing your organization

through participative management.
Working in a team and sharing in decision making and
other management tasks.
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
15
What
What Is
Is aa Managers
Managers Responsibility?
Responsibility?
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
16
What
What Does
Does ItIt Take
Take to
to Be
Be aa Successful
Successful Manager?
Manager?
Management Qualities (Survey of Execs.)
Integrity, industriousness, and the ability

to get along with people
Management Skills
Technical
Human and communication (Teaming)
Conceptual and decision-making skills
Systems Thinking & Critical

Thinking
The Ghiselli Study(6 Traits of Manager

Success Inverse Order)
6) Initiative, 5)self-assurance,4) decisiveness,
3) intelligence, 2) need for occupational
achievement, and 1) supervisory ability
Exhibit 12
17
18
What
What Do
Do Managers
Managers Do?
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.
19
110
The
TheSystems
SystemsRelationship
Relationshipamong
amongthe
theManagement
ManagementFunctions
Functions
Planning
Controlling
Management
Functions
Organizing
Management
Skills
Leading
Exhibit 13
111
Management
Management Roles
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
112
Ten
Ten Roles
Roles Managers
Managers Play
Play
Managers play various roles as necessary while performing their

management functions so as to achieve organizational objectives.
Exhibit 14
113
114
Differences
Differences Among
Among Managers
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)
115
Management
Management Levels
Levels and
and Functional
Functional Areas
Areas
SOME
ORGANIZATIONS
FLIP THIS CHART
UPSIDE DOWN
INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

Exhibit 15
116
Types
Types of
of Managers
Managers
General Managers
Supervise the activities of several departments.
Functional Managers
Supervise the activities of related tasks.
Common functional areas:
Marketing/Sales/Product Development
Operations/Production/Services Delivery
Finance/Accounting
Human Resources/personnel management
Infrastructure (IT, Real Estate, Legal)
Project Managers
Coordinate employees across several functional
departments to accomplish a specific task.
117
Management
Management Skills
Skills and
and Functions
Functions
Differences among management levels in skill
needed and the functions performed:
Planning
Controlling
Organizing
Exhibit 16
Leading
118
119
Individual
Individual Management
Management Styles
Styles
Skill
Skill Builder
Builder 22 Page
Page 31
31
What is Your Preferred Management Style?
12 Points Possible
Autocratic
Consultative
Participative
Empowerment
Combinations or Flexible
Best Management Style?

Adaptive or Situational Leadership
120
Differences
Differences between
between Large
Large and
and Small
Small Businesses
Businesses
Exhibit 17
121
Differences
Differencesbetween
between Large
Largeand
and Small
SmallBusinesses
Businesses (contd)
(contd)
ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC

ORGANIZATIONS, WITH FOCUS ON THEIR MISSION
Exhibit 17 contd
122
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges
Technology and Speed
Networking and
Boundaryless
Relationships
Globalization
and Diversity
Knowledge,
Learning,
Quality, and
Continuous
Improvement
Ethics and
Social
Responsibility
Participative
Management,
Empowerment,
and Teams
GENERATIONAL DIFFERENCES
Knowledge
Management
Change, Creativity, Innovation,
and Entrepreneurship
123
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Knowledge, Learning, Quality, and Continuous
Improvement
Information is the foundation of knowledge
which, in turn, is the foundation of competitive
advantage. People (employees) are the
competitive advantage!
Knowledge workers
The learning organization
Knowledge Management
Involves everyone in an organization in sharing
knowledge and applying it to continuously
improve products and processes.
124
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Change, Creativity, Innovation, and
Entrepreneurship
Knowledge management requires that people
change in order to continually improve.
The speed of change in modern business has
increased because of globalization and changes
in technology. And other factors listed.
Creativity is coming up with new ideas for
improvements, and innovation is implementing
those ideas.
Entrepreneurship is about generating creative
ideas and using them through innovation.
125
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Participative Management, Empowerment,
and Teams
Empowering employees to share in
performing management functions by
working in teams.
Learning organizations manage knowledge
well by empowering teams to be creative
and innovative.
Ethics and Social Responsibility

Managerial integrity
SOX Compliance after Financial Scandals
Situational responses
e. g. Katrina
126
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Networking and Boundaryless Relationships
Electronic networks
Beware the informality of e-mail, miss-interpreted
messages and first impressions
Can be distracting/off task
Relationship networks
Virtual integration
QUESTION ARE ELECTRONIC TOOLS CHANGING THE QUALITY OF

RELATIONSHIPS? E-Mail, NetMeeting, Video Conferences?
127
Microsoft
Microsoft Case
Case Questions
Questions
1.Which type of resource played
the most important role in the
success of Microsoft?
a. human
c. financial
b. physical d. informational
2. Which of the management
skills is stressed most in the
case study?
a. technical
b. human and communication
c. conceptual and decisionmaking
4. Bill Gates' participation in and

coordination of small units and
his delegation of authority to
managers to run their
departments are examples of the
__ management function.
a. planning c. leading
b. organizing d. controlling
5. Which primary management role
did Bill Gates use to achieve
success?
a. interpersonal-leader
b. informational-monitor
c. decisional-negotiator
6. Bill Gates is at which level of
management?
a. top b. middle c. first-line
3. Which of the management

functions is stressed most in
the case study?
a. 2006
planning
c. Economics.
leadingAll rights reserved.
Copyright
Thomson Business and
128
Microsoft
Microsoft Case
Case
7. Which type of manager is Bill
Gates?
a. general
b. functional
c. project
8. Bill Gates has greater need for
which skills?
a. technical rather than
conceptual
b. conceptual rather than
technical
c. a balance of both
9. How does Bill Gates spend most
of his time?
a. planning and organizing
b. leading and controlling
c. a balance of both a and b
10. Would Ghiselli (6 Traits page

10) agree that Bill Gates has
supervisory ability?
a. Yes
b. No
11. Give examples of some of the
tasks Bill Gates performs in each
of the four management
functions.
12. Give examples of some of the
tasks Bill Gates performs in each
of the three management roles.
13. Do you think you would like to
work tor Bill Gates? Explain your
answer.
14. Are Bill Gates and Microsoft
ethical and socially responsible?
129
Closing
Closing
Questions on Todays Material
Feedback on Todays Class
or send me an e-mail
Was it Work Worth Doing
For Next Tuesday:
Read Chapter 10 Teams and Team Leadership

Read The Team that Wasnt Case
Answer Case Questions (Web Q)
Student Information Web Q and Picture Upload
130
Back
Back Up
Up Slides
Slides
131
Learning
Learning Outcomes
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.
132
Learning
Learning Outcomes
Outcomes (contd)
(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 decisionmaking skills
types of managers
management functions knowledge management
133
New
New Workplace
Workplace Issues
Issues and
and Challenges
Challenges (contd)
(contd)
Technology and Speed
E-business: work done by using electronic
linkages (including the Internet) between
employees, partners, suppliers, and customers.
E-commerce: business exchanges or
transactions that occur electronically.
Globalization and Diversity

Mergers are creating larger globalized firms.
Firms competing globally have to act locally.
Diversity is increasing as minorities grow and
markets globalize.
134
E-Commerce
E-Commerce
Exhibit 18
135
Appendix
AA Brief
Brief History
History
of
of Management
Management
PowerPoint Presentation by Charlie Cook

The University of West Alabama
Copyright 2006 Thomson Business and Economics.
All rights reserved.
Learning
Learning Outcomes
Outcomes
After studying this appendix, you should be able to:
1. State the major similarities and differences between the
classical and behavioral theorists.
2. Describe how systems theorists and contingency theorists differ
from classical and behavioral theorists.
3. Define the following key terms:
classical theorists systems theorists
behavioral theorists sociotechnical theorists
management science theorists contingency theorists
137
Classical
Classical Theory
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
138
Classical
Classical Theory
Theory (contd)
(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
139
Behavioral
Behavioral Theory
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
140
Management
Management Science
Science
Management Science Theorists
Focus on the use of mathematics to aid in
problem solving and decision making.
Mathematical models are used in the areas of
finance, management information systems
(MIS), and operations management.
141
Integrative
Integrative Theories
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.
142
Comparing
Comparing Theories
Theories
Classical
Attempts to develop the best way to manage in all organizations by

focusing on the jobs and structure of the firm.
Behavioral
Attempts to develop a single best way to manage in all

organizations by focusing on people and making them productive.
Management
Science
Recommends using math (computers) to aid in problem solving

and decision making.
Systems
Theory
Manages by focusing on the organization as a whole and the

interrelationship of its departments, rather than on individual
parts.
Sociotechnical
Theory
Recommends focusing on the integration of people and

technology.
Contingency
Theory
Recommends using the theory or the combination of theories that

best meets the given situation.
Exhibit AP12
143
Ideas
Ideas on
on Management
Management at
at Gap
Gap
1. What resources does Gap use to sell its
merchandise?
2. What management functions are performed at Gap
stores?
3. What levels and types of managers have careers at
Gap?
4. How does Gap meet new workplace issues and
challenges?
144

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Agenda

Open Discussion on Chapter 1 Management

PowerPoint Presentation by Charlie Cook

Features That Present Important

Features That Foster Skill

Features That Help You Apply

Copyright 2006 Thomson Business and Economics. All rights reserved.

The study of management builds the skills needed in

The study of management also applies directly to your

Becoming a partner in managing your organization

Communicate with and interact with people every day.

Society Needs Leaders and Team Players

Be Successful in our Community, Religious, Social,

Copyright 2006 Thomson Business and Economics. All rights reserved.

The Managers Resources

Management Qualities (Survey of Execs.)

Integrity, industriousness, and the ability

Systems Thinking & Critical

The Ghiselli Study(6 Traits of Manager

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Management Functions (Different Scope at job level)

Setting objectives and determining in advance

Monitor for Change and Anticipate or React

PDCA Plan Do Check - Act

Delegating and coordinating tasks

Influencing employees to work

Setting an Example (Shadow of the Leader)

Establishing and implementing mechanisms to

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Management Role Categories (Mintzberg)

Figurehead, leader, and liaison

Monitor, disseminator, and spokesperson

Entrepreneur, disturbance handler, resource

Copyright 2006 Thomson Business and Economics. All rights reserved.

Managers play various roles as necessary while performing their

Copyright 2006 Thomson Business and Economics. All rights reserved.

The Three Levels of Management

Individual Contributors (ICs)

Non-management operative employees

Copyright 2006 Thomson Business and Economics. All rights reserved.

INDIVIDUAL CONTRIBUTORS OFTEN REPORT ANYWHERE

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Best Management Style?

ALSO OFTEN APPLIES TO NON-PROFITS AND CIVIC

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Ethics and Social Responsibility

QUESTION ARE ELECTRONIC TOOLS CHANGING THE QUALITY OF

4. Bill Gates' participation in and

3. Which of the management

10. Would Ghiselli (6 Traits page

Copyright 2006 Thomson Business and Economics. All rights reserved.

For Next Tuesday:

Read Chapter 10 Teams and Team Leadership

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Copyright 2006 Thomson Business and Economics. All rights reserved.

Globalization and Diversity