Lecture OB 1

8/8/2019 Lecture OB 1

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Irwin/McGraw-Hill The McGraw-Hill Companies, Inc., 2000

ManagementManagement&

Organizational Behav

ior

Sabina L. Peyeva


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WhatWhatManagersManagers

DoDo

WhatWhatManagersManagers

DoDo

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Ag enda

1. Mana gement key concepts2. Mana gerial functions & levels

3. A pproaches to Mana gement4. Effective vs. Successful Mana gerial activities5. Mana gement Roles cate gories6. Mana gerial skills

7. Enterin g OB8. Contributin g disciplines to the OB9. Mana gement challen ges10. Challen ges & Opportunities for OB


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Mana gement Key ConceptsMana gement Key Concepts

Organizations : People workin g together and coordinatin g their actions to achieve specific goals.

Goal : A desired future condition that the or ganization seeks toachieve.

Management : T he process of usin g or ganizational resources toachieve the or ganizations goals by...

Planning, Or ganizing, Leading, and Cont ro lling

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Additional Key ConceptsAdditional Key Concepts

R esources are or ganizati onal a sse t s and incl ud e:People,Machinery,Raw materials,Information, skills,Financial capital.

M anag ers are the peop l e respo n sibl e for superv i sing the use of an or ganizati on s resources t o mee t it s g oal s.

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Achievin g High PerformanceAchievin g High Performance

O rganizations must provide a good/service desired by itscustomers.

D avid Johnson of Campbell Soup mana ges his firm to provide quality food products.

Physicians, nurses and health care administrators seek to provide healin g from sickness.

Mc D onalds restaurants provide bur gers, fries and shakesthat people want to buy.

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Or ganizational PerformanceOr ganizational Performance

Measures how efficiently and effectively mana gers use resourcesto satisfy customers and achieve goals.

Eff iciency : A measure of how well resources are used to

achieve a goal.Usually, mana gers must try to minimize the input of resources to attain the same goal.

Eff ectiveness : A measure of the appropriateness of the goalschosen (are these the ri ght goals?), and the de gree to whichthey are achieved.

Or ganizations are more effective when mana gers choosethe correct goals and then achieve them.

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External environmentExternal environment


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Mana gerial FunctionsMana gerial Functions

Henri Fayol was the first to describe the four mana gerialfunctions when he was the CEO of a lar ge minin g company inthe later 1800s.Fayol noted mana gers at all levels, operatin g in a for profit or not for profit or ganization, must perform each of the functionsof:

Plannin g

Or ganizin g Leadin gControllin g

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Four Functions of ManagementFour Functions of Management

PlanningPlanningChooseChoose GoalsGoals

OrganizingOrganizingWorkingWorking togethertogether

LeadingLeadingCoordinate

ControllingControllingMonitor & measureMonitor & measure

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Plannin gPlannin g

Planning i s the process use d by manag ers t o id enti f y and sel ect a ppropr iat e g oal s and courses of action for an or ganizati on.

3 steps to good planning :

1. Which goals should be pursued?2. How should the goal be attained?3. How should resources be allocated?

T he planning function determines how effective andefficient the organization is and determines the strategyof the organization.

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Or ganizin gOr ganizin g

In or ganizin g, mana gers create the structure of workin g relationships between or ganizational members that best allowsthem to work to gether and achieve goals.

Mana gers will group people into departments accordin g to thetasks performed.

Mana gers will also lay out lines of authority andresponsibility for members.

An or ganizati onal st ruc t ure is the outcome of or ganizin g. T hisstructure coordinates and motivates employees so that they work together to achieve goals.

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Leadin gLeadin g

In leadin g, mana gers determine direction, state a clear visionfor employees to follow, and help employees understand therole they play in attainin g goals.

Leadership involves a mana ger usin g power, influence, vision, persuasion, and communication skills.

T he outcome of the leadin g function is a hi gh level of motivation and commitment from employees to theor ganization.

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Controllin gControllin g

In controllin g, mana gers evaluate how well the or ganization isachievin g its goals and takes corrective action to improve

performance.

Mana gers will monitor individuals, departments, and theor ganization to determine if desired performance has beenreached.

Mana gers will also take action to increase performance asrequired.

T he outcome of the controllin g function is the accuratemeasurement of performance and re gulation of efficiency andeffectiveness.

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T ime spent in carryin g out mana gerial functionsT ime spent in carryin g out mana gerial functions


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Mana gement LevelsMana gement Levels

Or ganizations often have 3 levels of mana gers:

First-line Managers : responsible for day-to-day operation.T hey supervise the people performin g the activities requiredto make the good or service.

Middle Managers : Supervise first-line mana gers. T hey are alsoresponsible to find the best way to use departmental resourcesto achieve goals.

T op Managers : Responsible for the performance of all departments and have cross-departmental responsibility. T heyestablish or ganizational goals and monitor middle mana gers.

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TopTopManagersManagers

MiddleMiddleManagersManagers

FirstFirst- -line Managersline Managers

NonNon--managementmanagement

T hree Levels of Mana gementT hree Levels of Mana gement1-14


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Skills & Mana gement levelsSkills & Mana gement levels


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Effective vs. successful Mana gerial activities

D o mana gers who move up most quickly in an or ganization do thesame activities & with the same emphasis as mana gers who dothe best job?

4 M anag ement activities:1. T raditional mana gement decision makin g, plannin g, controllin g2. Communication exchan ging routine information & processin g

paperwork

3. HR mana gement motivatin g, disciplinin g, mana ging conflict,staffin g, trainin g

4. Networkin g socializin g, politickin g, interactin g with outsiders


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Mana gement T rendsMana gement T rends

E mpowerment : expand the tasks and responsibilities of workers.

Supervisors mi ght be empowered to make some resourceallocation decisions.

S el f -managed teams : give a group of employees responsibilityfor supervisin g their own actions.

T he team can monitor its members and the quality of thework performed.

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Mana gerial RolesMana gerial Roles

Described by Mintzberg .A role is a set of specific tasks a person performs because of the position they hold.

R oles are directed inside as well as outside the organization.

T here are 3 broad role categories :

1 . I nt erperso nal 2. I n form ati onal 3. Dec i sional

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Interpersonal RolesInterpersonal Roles

R oles managers assume to coordinate and interact withemployees and provide direction to the organization.

F igurehead role: symbolizes the or ganization and what it istryin g to achieve.L eader role: train, counsel, mentor and encoura ge hi ghemployee performance.L iaison role: link and coordinate people inside and outsidethe or ganization to help achieve goals.

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D ecisional RolesD ecisional Roles

A ssociated with the methods managers use to plan strategyand utilize resources to achieve goals.

E ntrepreneur role: decidin g upon new projects or pro gramsto initiate and invest.D isturbance handler role: assume responsibility for handlin g an unexpected event or crisis.R esource allocator role: assi gn resources between functionsand divisions, set bud gets of lower mana gers.N egotiator role: seeks to ne gotiate solutions between other mana gers, unions, customers, or shareholders.

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Mana gerial SkillsMana gerial SkillsT here are three skill sets that managers need to performeffectively.

1. Conceptual skills: the ability to analyze and dia gnose a

situation and find the cause and effect.2. Human skills: the ability to understand, alter, lead, and

control peoples behavior.3. Technical skills: the job-specific knowled ge required to

perform a task. Common examples include marketin g,accountin g, and manufacturin g.

A ll three skills are enhanced through formal training,reading, and practice.

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Enterin g OB

Or ganizational Behavior Or ganizational Behavior a field of study that investi gates theimpact that individuals, groups, & structure have on behavior within or ganizations, for the purpose of applyin g such knowled getoward improvin g an or ganizations effectiveness.

Replacin g intuition with Systematic StudyReplacin g intuition with Systematic Study

Intuition a feelin g not necessary supported by research.

Systematic study lookin g at relationships, attemptin g to attribute causes &effects, & drawin g conclusions based on scientific evidence.


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Contributin g D isciplines toOB field

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Lecture OB 1