the exceptional manager what you do, how you do it
TRANSCRIPT
The Exceptional Manager
What You Do, How You Do It
Management is….
The pursuit of organizational goals efficiently and effectively through others.
Efficiency–
Effectiveness–
Automated Phone Systems Federal Contractors UNLV
Modern Management Challenges
1. Managing for competitive advantage Innovation, responsive to customer demands Service/Quality The first law of business is take care of the customer Consider major networks—ABC, NBC, CBS, FOX
2. 3. 4.
5. 6.
What Managers Do: The Nature of the Job
A manager relies more on verbal than on written communication
A manager works long hours at an intense pace.
A manager’s work is characterized by fragmentation, brevity, and variety
What Managers Do: The Four Principal Functions
Figure 1.1
Question?
Laura runs a sales and expense report at the end of each work day. Which management function is she performing?
A. Leading
B. Organizing
C. Controlling
D. Planning
Managerial Roles
The Skills Star Managers Need
Technical skills the job-specific knowledge needed to perform
well in a specialized field
Conceptual skills the ability to think analytically, to visualize
an organization as a whole and understand how the parts work together
The Skills Star Managers Need
Human skills the ability to work
well in cooperation with other people to get things done
Motivation to Manage the desire/energy to
be in charge
Management Theory
Essential Background for the Successful Manager
WHY HISTORY?
Two Overarching Perspectives about Management
Historical perspective – classical, behavioral, and quantitative
Contemporary perspective – systems, contingency, and quality-management
Classical Viewpoint: Scientific & Administrative Management
Administrative management – Concerned with managing the total
organization– Fayol: Major functions of management– Weber: Bureaucracy
SCIENTIFIC MANAGEMENT
Goal?SoldieringPeople are
rational/economic beings that act in their own interests.
SCIENTIFIC MANAGEMENT
Four stepsBreak the job down Scientifically select and
train• Repetition
Supervise employees• Monitor employees• Piecework
Plan the work
SCIENTIFIC MANAGEMENT:EVALUATION
Limitations
Contributions?
Human Relations Movement: The Hawthorne Studies
Tested the impact of lighting on productivity
Uncovered the “Hawthorne Effect” Workers produced more
because managers paid attention to them.
Shifted management focus from purely economic to humanistic
Tested the effect of an incentive plan
Workers’ output influenced by: Group norms Social pressures Informal organization
Impetus for Behavioral Viewpoint: Behaviorism, Human Relations, and Behavioral Science
ILLUMINATIONSTUDY
WIRING ROOM STUDY
HUMAN RELATIONS ASSUMPTIONS
Individual attitudes and behaviors are important
Behavior is shaped by the social context
HUMAN RELATIONS ASSUMPTIONS
Relationships may have a stronger impact on behavior than management and rewards
Jobs should enable people to develop and grow
Basic Principle Job satisfaction =
Productivity
McGregor's THEORY
THEORY Y THEORY X
McGregor's THEORY
THEORY Y THEORY X
•Motivated•Able•Need freedom to fulfill potential
•Lazy•Dislike work•Avoid responsibility•Must be tightly controlled
HUMAN RELATIONS:EVALUATION
Limitations
Contributions?
Quantitative Management
Use of computers and mathematical models to improve managerial decision making.
Management ScienceOperations science
The Contemporary Perspective
Figure 2.2
Implications
The Learning Organization in an Era of Accelerated Change
Learning organization – organization that actively creates, acquires,
and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
The Learning Organization in an Era of Accelerated Change
How can you build a learning organization?
1.
2.
3.