Course Outline

Introduction to Management Managing Strategically Organizational External Environment Organizational Internal Environment Corporate, Global and Firm Level Strategies Implementing Strategies-Management Issues Organizational Structure Ethics and Social Responsibility Planning
1

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Course Outline

Decision Making Managing Information Control Global Management Innovation Management Change Management Designing Adaptive Organizations Managing Diversity Managing Teams Determining Human Resource Needs
2

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Course Outline

Finding and Developing Qualified Workers Performance Appraisal Management and Retention Managing Service and Manufacturing Operations Motivation Theories Motivating through the design of Work Leadership Theories Managing Communication Stress Management
3

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Course Outline

Personality Traits and Outcomes Justice, Fair Treatment & Dismissal Management Safety and Health Management Labor Relations and Collective Bargaining

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Reference Material

Management by Chuck Williams Other Organizational management and strategy books Online search

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Lecture

Introduction to Management

Prepared by dr Amna Yousaf PhD (university of Twente, the Netherlands COMSATS Institute of Information Technology, Islamabad

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Learning Outcomes
1. 2. 3. 4.
describe what management is. explain the four functions of management. describe different kinds of managers. explain the major roles and sub-roles that managers perform in their jobs. explain what companies look for in managers. discuss the top mistakes that managers make in their jobs. describe the transition that employees go through when they are promoted to management. explain how and why companies can create competitive advantage through people.

5.
6. 7. 8.

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Management Is

Getting work done through others

Efficiency

Effectiveness

1
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Management Is

Pat Carrigan - Manager at GM car parts Efficiency entails minimum waste, effort and expense Effectiveness is accomplishing tasks that help fulfill organizational objectives
Chrysler

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Management Functions
Management Functions

Planning

Organizing Leading
Controlling

2
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

10

Planning
Planning Determining organizational goals and a means for achieving them

2.1
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

11

What Really Works: Meta-Analysis

General Mental Ability 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 76%

Meta-Analysis is a study of studies that shows what works and when.

This statistic shows that an employee hired on the basis of a good score on a general mental ability test stands a 76 percent chance of being a better performer than someone picked at random from the pool of all job applicants.
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

12

Organizing

Deciding where decisions will be made

Who will do what jobs and tasks

Who will work for whom

2.2
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

13

Leading
Inspiring

Leading
Motivating

For Anne, CEO of Xerox, the key to successful leadership is communicating with the companys most important constituents:

2.3

employees and customers.

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

14

Controlling
Controlling Monitoring progress toward goal achievement and taking corrective action when needed

2.4
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

15

The Control Process

Set standards to achieve goals

Make changes to return performance to standards

Compare actual performance to standards

2.4
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

16

Effective Managers

Effective managers plan, Organize, Lead and Control better

Probability of promotion at AT&T

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

17

Old versus New Management Styles

Manager as boss versus managers as sponsors/team leaders / internal consultants Reporting relationships versus managers open to anyone anywhere in hierarchy Individual decisions versus participative decision making Long hours versus results Keeping proprietary company information secret versus sharing with others

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

18

Management functions Old and New

Making things Happen

Planning Decision making Managing information Controlling William End CEO of Lands End (a succesful retailer) introduced latest management techniques such as performance appraisals based on peer reviews; production teams, training courses, effective communication. Lost or undelivered orders were result. Why?
19

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Management functions Old and New

Meeting the competition

Global Management Free trade agreements, falling entry barriers, shorter product life cycles Organizational Strategy Innovation and Change Designing adaptive organizations IBM once market leader lost its share from 80 to 8% because of stiff competition from COMPAQ Dell etc in 1980s.

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

20

Management functions Old and New

Organizing people , projects and processes

Managing individual and diverse workforce Managing Teams Managing Human Resource Systems Managing service and Manufacturing Operations When FORD purchased Jaguar.

Leading
Motivation Leadership Managing communication Herb Kelleher Founder SouthWest Airlines: Jokester and storyteller

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

21

Kinds of Managers

Top Managers Middle Managers First-Line Managers Team Leaders

3
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

22

Top Managers

Chief Executive Officer (CEO) Chief Operating Officer (COO) Chief Financial Officer (CFO) Chief Information Officer (CIO)

3.1

3
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

23

Responsibilities of Top Managers

Creating a context for change (Vision) - CEO of GM and Kodak
Developing commitment and ownership in employees - Herb Kelleher at 4 Creating a positive organizational culture through language and action -Memo writing -David Glass and stories of Thriftiness of Sam Walton

3.1

Monitoring their business environments - David Glass and KMart

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

24

Middle Managers

Plant Manager Regional Manager Divisional Manager

3.2

3
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

25

Responsibilities of Middle Managers

Plan and allocate resources to meet objectives Coordinate and link groups, departments, and divisions Monitor and manage the performance of subunits and managers who report to them Implement changes or strategies generated by top managers
Andy Wilson Regional Vice President of Walmart visits Stores to see product placement, replacement of products, keeps a check on prices
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

3.2

26

First-Line Managers

Office Manager Shift Supervisor Department Manager

3.3

3
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

27

Responsibilities of First-Line Managers

Manage the performance of entry-level employees Encourage, monitor, and reward the performance of workers Managers tracking phone calls of telemarketing reps Teach entry-level employees how to do their jobs

Make detailed schedules and operating plans

3.3
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

28

Responsibilities of Team Leaders

Facilitate team performance

Manage external relations

Facilitate internal team relationships

3.4
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

29

Managerial Roles

Interpersonal
Figurehead
Leader Liaison

Informational
Monitor
Disseminator Spokesperson

Decisional
Entrepreneur
Disturbance Handler

Resource Allocator

Negotiator
Adapted from Exhibit 1.4 H. Mintzberg, The Managers Job: Folklore and Fact:. Harvard Business Review, July-August 1975. Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

30

Managerial Roles
Interpersonal Roles

Figurehead

Managers perform ceremonial duties

Leader

Managers motivate and encourage workers to accomplish objectives

Managers deal with people outside their units

Liaison 4.1

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

31

Managerial Roles
Informational Roles

Monitor

Managers scan their environment for information

Disseminator

Managers share information with others in their company

Managers share information with others outside their departments or companies
32

Spokesperson 4.2

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

Managerial Roles
Decisional Roles
Managers adapt to incremental change Managers respond to problems that demand immediate action

Entrepreneur
Disturbance Handler Resource Allocator Negotiator 4.3

Managers decide who gets what resources

Managers negotiate schedules, projects, goals, outcomes, resources, and raises

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

33

What Companies Look for in Managers

Technical Skills

Human Skills

Conceptual Skills

Motivation to Manage

5
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

34

Skill Composition

Technical skills : the ability to apply the specialized procedures, techniques and knowledge required to get the job done Human skills: the ability to work well with others Conceptual skills: the ability to see the organization as a whole; how the different parts affect each other; how well company is working in relation to environment Motivation to manage: an assessment of how enthusiastic employees are about managing work of others

Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

35

What Companies Look for in Managers

Skills are more or less important at different levels of management:

5
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

36

Mistakes Managers Make

1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team

7. Unable to staff effectively

8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor

Adapted from Exhibit 1.6 McCall & Lombardo, What Makes a Top Executive? Psychology Today, Feb 1983
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

37

The First Year Management Transition

Managers Initial Expectations
Be the boss Formal authority Manage tasks Job is not managing people

After Six Months As a Manager

Initial expectations were wrong Fast pace

After a Year As a Manager

No longer doer Communication, listening, positive reinforcement

Heavy workload

Learning to adapt Job is to be and control stress problem-solver and troubleshooter Job is people development

7
Adapted from Exhibit 1.7
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

38

Competitive Advantage through People

Management Practices in Top Performing Companies
1. Employment Security 2. Selective Hiring

3. Promotion from within

4. High Wages Contingent on Organizational Performance 5. Training and Skill Development 6. Reduction of Status Differences 7. Sharing Information 8. Participation and Empowerment 8
Adapted from Exhibit 1.8
Copyright 2007 by South-Western, a division of Thomson Learning. All rights reserved

39