Management & Managers

From HR Perspective

WHAT IS MANAGEMENT

 Management is the art of getting things done through

people Mary Parker Follett (management scholar)
The job of a managers is to give direction to their
organizations, provide leadership, and decide how to use
organizational resources to accomplish goals Peter Drucker
(management theorist)

Before you are a leader, success is all about growing

yourself. When you become a leader, success is all
about growing others Jack Welch (former CEO of GE)

Management Functions
Management is the attainment of organizational goals in
an effective and efficient manner through:
Planning
Organizing
Leading
Controlling organizational resources.

Management Functions
Management
Functions
Planning
Select goals and ways to
attain them

Resources
-

Human
Financial
Raw
materials

Performance
Organizing

Controlling
Monitor activities and
make corrections

Assign responsibility for

task accomplishment

Technological
Information

Leading
Use influence to motivate
employees

Attain goals
Products
Services
Efficiency
Effectiveness

WHO ARE MANAGERS?

Manager and employee
Angry Manager

Today, managers rely less on command and

control and more on coordination and
communication

DISCUSSION
Describe the rewards &
challenges of being a
manager

One day you become an HR Manager!!!

Dear Ms. Nguyen,
This is to announce starting from April 1st of 2015 you are promoted to
Manager of Human Resource Department. Congratulations!
Sincerely,
CEO

How would you feel?

 Star Performer Manager?

Individual Expertise Supervising

former peers, keeping up with
paperwork, understand financial and
operational issues
Do specific task build systems

WHAT DO MANAGERS SPEND MOST OF THEIR TIME ON

Welcome to the World of Management

A profound transformation
Its not just about you !

From Individual
Identity
Specialist, performs
specific tasks
Get things done through
own efforts
An individual actor
Works relatively
independently

To Manager
Identity
Generalist, coordinates
diverse tasks
Get things done through
others
A network builder
Works in highly
interdependent manner

Manager Achievement Test

Do you really want to be a Manager?

- The increased workload
- The challenge of supervising former peers
- The headache of responsibility for others
- Being caught in the middle

Steve Jobs talks about managin

g people

Exhibit 11

Managerial Levels

Management Skills

1. Conceptual skills: the ability to analyze and diagnose

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 knowledge required to
perform a task.

Required Management Skills

Top
Managers
Middle
Managers
Line
Managers
Conceptual

Human

Technical

10 Manager Roles (by Mintzberg)

New workplace characteristics

& new management competencies

The New Workplace

The Old Workplace

Characteristics

Technology

Digital

Mechanical

Work

Flexible, virtual

Structured (hierarchy), localized

Workforce

Empowered; diverse

Loyal employees; homogeneous

Management Competencies

Leadership

Empowering

Autocratic

Doing Work

By teams

By individuals

Relationships

Collaboration

Conflict, competition

Assignment
Interview an HR Manager

An overview of Management Trends

and Theories

An overview of Management Trends

and Theories

Classical Perspective
Humanistic Perspective
Management Science Perspective
Learning Organization

An overview of Management Trends

and Theories

Management Trends and Theories

Classical Perspective

Early formal study of management

Emerged during 19th early 20th century
Emphasized scientific approach to management
Sought to make organizations efficient operating machines
Sub-fields:
Scientific Management
Bureaucratic Organization
Administrative Principles

Classical Perspective
Scientific Management
Initiated by Frederick Taylor, late 1800s known as the
father of scientific management
Proposed that workers could be retooled like machines,
their physical and mental gears re-calibrated for better
productivity
Via the systematic study of the relationships between
people and tasks to redesign the work for higher
efficiency.
Taylor sought to reduce the time a worker spent on
each task by optimizing the way the task was done.

Scientific Management
The 4 Principles
1. Study the way the job is performed now &
determine new ways to do it.
Gather detailed, time and motion information.
Try different methods to see which is best.
2. Codify the new method into rules.
Teach to all workers.
3. Select workers whose skills match the rules set in
Step 2.
4. Establish a fair level of performance and pay for
higher performance.
Workers should benefit from higher output.
Scientific Management Approach

Q: Drawbacks?

Classical Perspective
Bureaucratic Organization
During 1880s, European orgs managed on a personal and family-like basis
loyal to individual, not org or mission

Introduced by Max Weber (1856-1915), suggested that

organization be managed on:
Impersonal, rational basis (i.e. not personal, family-like basis)
Separation of management and ownership

Bureaucratic Organization
Key Principles
Written rules

System of task
relationships

A Bureaucracy
should have

Hierarchy of
authority

Fair evaluation
and reward
Q: Drawbacks?

 United Parcel Service (UPS)

Classical Perspective
Administrative Principles
Contributed by Henri Fayol, Mary Parker Follett, &
Chester I. Barnard
Focused on total organization efficiency and
effectiveness, delineating management functions of:

Planning,
Organizing,
Commanding,
Coordinating, and
Controlling

Classical Perspective
Administrative Principles
Henri Fayol developed 14 principles of management:
1. Division of Labor: allows for job specialization.
2. Authority and Responsibility: includes both formal and
informal authority resulting from special expertise.
3. Unity of Command: Employees should have only one
boss.
4. Line of Authority: a clear chain from top to bottom
5. Centralization: the degree to which authority rests at the
very top.

Classical Perspective
Administrative Principles
6. Unity of Direction: One plan of action to guide the
organization.
7. Equity: Treat all employees fairly in justice and
respect.
8. Order: Each employee is put where they have the
most value.
9. Initiative: Encourage innovation.
10. Discipline: obedient, applied, respectful employees
needed.

Classical Perspective
Administrative Principles
11. Remuneration of Personnel: The payment system
contributes to success.
12. Stability of Tenure: Long-term employment is
important.
13. General interest over individual interest: The
organization takes precedence over the individual.
14. Esprit de corps (team spirit): Share enthusiasm or
devotion to the organization.

Management Trends and Theories

Humanistic Perspective
Human-relations movement
A movement in Management thinking and practice that emphasizes
satisfaction of employees basic needs as the key to increased productivity

States satisfaction of employees basic needs as key to

increased productivity

Humanistic Perspective
Human-Resources Perspective
Emerged in 1930, emphasized understanding
- Human behavior,
- Needs
- Attitudes in the workplace
Suggests job should be
designed to meet
higher-level needs by
allowing workers to
use their full potential

Maslows hierarchy of needs

Humanistic Perspective
Human-Resources Perspective
Theory X

Theory Y

Employee is lazy,
avoid work

Employee is not lazy,

seeks responsibility

Managers must
closely supervise

Manager must create

work setting to build
initiative

Create strict rules

& defined rewards
and punishment

Provide authority to
workers

McGregors Theory X vs. Theory Y

Humanistic Perspective
Behavioral Sciences Approach

Using scientific methods and draws from: Sociology

Psychology
Anthropology
Economics
and other disciplines To develop theories about human
behavior and interaction in an organizational setting.

Management Trends and Theories

Management Science Perspective
Uses rigorous quantitative techniques to
management decision making and problem solving.
Quantitative management: utilizes linear programming,
modeling, simulation systems.
Total Quality Management (TQM): focuses on
managing the total org. to deliver quality to customer.
Six-sigma: seeks to improve the quality by identifying
and removing the causes of defects and minimizing
variability in manufacturing & business process
Management Information Systems (MIS): provides
information about the organization.

Management Trends and Theories

Learning Organizations
Inspired by Peter Senges book, The fifth Discipline: The
Art and Practice of Learning Organization. 1990
An org in which everyone is engaged in identifying and
solving problems Enabling the org to continuously
experiment, improve, and increase its capability

Learning Organizations
The spirit of the learning organization
Organizations learn only through individuals who learn.
Individual learning does not guarantee organizational
learning. But without it no organizational learning
occurs. Peter Senge.
Q: what that means to you?