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Chapter

Managing and Managers

Learning Outcomes Define management Tell who managers are and where they work Describe what managers do Explain why it’s important to study management • Describe the factors that are reshaping and redefining management

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Who Are Managers? Where Do They Work? • Organization – A deliberate arrangement of people brought together to accomplish a specific purpose.

• Common Characteristics of Organizations – Distinct purpose – People working together – A deliberate systematic structure

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How Are Managers Different from Nonmanagerial Employees? • Nonmanagerial Employees – People who work directly on a job or task and have no responsibility for overseeing the work of others. – Examples:associates, team members

• Managers – Individuals in organizations who direct the activities of others.

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What Titles Do Managers Have? • Top Managers – Responsible for making decisions about the direction of the organization. – Examples; President, Chief Executive Officer, VicePresident

• Middle Managers – Manage the activities of other managers. – Examples; District Manager, Division Manager

• First-line Managers – Responsible for directing nonmanagerial employees – Examples; Supervisor, Team Leader 1-7

What Is Management? • Management – The process of getting things done effectively and efficiently, with and through people

• Effectiveness – “Doing the right things”, doing those tasks that help an organization reach its goals

• Efficiency – Concerned with the means, efficient use of resources like people, money, and equipment 1-8

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What Do Managers Do? In the functions approach proposed by French industrialist Henri Fayol, all managers perform certain activities or functions

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Four Management Functions • Planning – Defining the organizational purpose and ways to achieve it

• Organizing – Arranging and structuring work, authorities and resources to accomplish organizational goals

• Leading – Directing and motivating the work activities of others

• Controlling – The process of insuring that actual activities conform to planned activities 1-11

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What Roles Do Managers Play? Henry Mintzberg observed that a manager’s job can be described by ten roles performed by managers in three general categories

• Interpersonal Roles – Figurehead, Leader, and Liaison

• Informational Roles – Monitor, Disseminator and Spokesperson

• Decisional roles – Entrepreneur, Disturbance Handler, Resource Allocator and Negotiator 1-13

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What Skills Do Managers Need? Robert Katz and others describe three critical skills in managing

• Conceptual Skills – The ability to coordinate and integrate all of an organization’s interests and activities

• Interpersonal Skills – The ability to communicate, motivate, mentor and delegate

• Technical Skills – The ability to use the procedures, techniques and knowledge of a specified field 1-15

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Why Study Management? • All of us have a vested interest in improving the way organizations are managed • Organizations that are well managed find ways to prosper even in challenging economic times • After graduation most students become managers or are managed 1-17

What Factors Are Reshaping and Redefining Management? Welcome to the new world of management! Today managers must deal with – Changing workplaces – Ethical and trust issues – Global economic uncertainties – Changing technologies

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Why Are Customers Important to the Manager’s Job? • Without customers most organizations would cease to exist • Today we’re discovering that employee attitudes and behaviors play a big part in customer satisfaction • Managers must create a customer responsive where employees are friendly, knowledgeable, responsive g to customer needs 1-19

Why Is Innovation Important to the Manager’s Job? • “Nothing is more risky than not innovating” • Innovation isn’t just important for high technology companies but essential in all types of organizations

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History Module A Brief History of Management’s Roots

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Early Management • Management has been practiced a long time. • Organized endeavors directed by people responsible for planning, organizing, leading and controlling have existed for thousands of years

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Scientific Management School(1890-1940) • Frederick W. Taylor – Described scientific management as a method of scientifically finding the “one best way to do a job” – Scientific selection of worker. – scientific education and development. – Intimate and friendly cooperation between management and labor. 1-23

Scientific Management School(1890-1940) • Key feature – Management and labor has a common interest in increasing productivity – He broke each job down into its component and designed the quickest and best method of performing each component – Pay more productive workers at a higher rate than others

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Scientific Management School(1890-1940) • Advantages – Production ‘miracle’ – Its efficiency technique have been also applied to many non-industrial organization. Ex: Fast food service, surgeons

• Limitations – Working harder and faster would exhaust whatever work available. – Pressure on employee to work faster – Some managers exploit workers – More worker joined unions and mistrust and suspicion is reinforced. 1-25

Scientific Management School(1890-1940) • Henry L. Gantt – Introduced a second motivation, an incentives to supervisor – Work progresses should rated and recorded publicly. (lead to creation of “Gantt chart”) • The Gilbreths (Frank & Lillian) – Used motion picture camera to find most economical motion for each task to upgrade performance and reduce fatigue – Aim was to help workers to reach their full potential as human beings. 1-26

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Classical Organization Theory Approaches(1940-1990) – Find Guidelines for managing complex organization – Henri Fayol identified 14 management principles – Fayol first tells ‘management is a skill like any other’ – Taylor was interested in organization functions. Fayol was interested on the total organization and focused on management.

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Fayol’s 14 Principles Division of labor Authority Discipline Unity of command – Unity of direction – Subordination of individual interest to the common good – Remuneration – – – –

– Proper Centralization – The Hierarchy – Order(material and people) – Equity or Fairness – Stability of staff – Initiatives – Promoting team spirit 1-28

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Classical Organization Theory Approaches(1940-1990) – ‘Bureaucratic management’ proposed by German sociologist Max Weber – Stressed for a strictly defined hierarchies governed by clearly defined regulations and line of authority – Performance evaluations should merit basis – General Electric, Xerox , Ford etc.

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Behavioral Approaches(1920-1990) • Maslaw’s Need Theory – Needs that people are motivated to satisfy fall into a hierarchy. – Lower level need must be satisfied before higher level need is met.

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Behavioral Approaches(1920-1990) • McGregor’s Theory – Distinguished two basic assumption about people and their approach to work. – Theory X Manager assumed that people must constantly be motivated to do their work, they dislike work, they must be motivated by force, money or praise. – Theory Y managers assume that, people are eagerly approach their work and opportunity to develop their creative capacity. 1-31

The Hawthorne Studies • Conducted at the Western Electric Company Works these studies: – Provided new insights into individual and group behavior in the behavior of people at work. – Employees work harder if they believe management is concerned about their welfare – Informal work groups- the social environment- has a positive influence on productivity 1-32

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Management Science School • Quantitative Approach – Used quantitative techniques to improve decision making – Evolved from mathematical and statistical solutions developed for military problems during World War II – W. Edwards Deming and Joseph M. Duran ‘s ideas became the basis for total quality management (TQM) 1–33

The Contingency Approaches • A recent approach seeks to integrate the various schools of management thought by focusing on the interdependence of the many factors involved in the managerial situation. – Fred Feildler first popularized the contingency approach (or situational approach) which says that organizations, employees, and situations are different and require different ways of managing – Manager’s task is to identify which technique will in a particular situation, under particular substances and at a particular time will contribute to the attainment of organization goals. 1-34

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That’s all about today Download the course material from http://teacher.buet.ac.bd/aamamun/academic.html

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall.

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