organizations and management. what is an organization? ► a collection of people working together...

Organizations and Organizations and ManagementManagement

What is an Organization?What is an Organization?

►A collection of people working together A collection of people working together to achieve a common purpose.to achieve a common purpose.

►What is an advantage of an What is an advantage of an organization?organization?

►Provides goods or servicesProvides goods or services►Value must be returned to society, Value must be returned to society,

customers need to be satisfied.customers need to be satisfied.

Organizations as SystemsOrganizations as Systems

►Organizations are made up of parts Organizations are made up of parts that work together to a common goal.that work together to a common goal.

►Open SystemsOpen Systems interact with their interact with their environment to transform resources environment to transform resources into product outputs.into product outputs.

►The external environment is an The external environment is an important piece of the “open-important piece of the “open-systems” view of organization.systems” view of organization.

Open System ModelOpen System Model

Customer and client feedback

Organizational PerformanceOrganizational Performance

►Organizations make profit by adding Organizations make profit by adding value to inputs.value to inputs.

►Whatever comes in has to leave more Whatever comes in has to leave more valuable. This allows them to sell the valuable. This allows them to sell the product for more than it cost them.product for more than it cost them.

►How do we measure performance How do we measure performance then?then?


►Customers provide feedback. Customers provide feedback. -Customer satisfaction/loyalty -Customer satisfaction/loyalty measurementsmeasurements-Market Share-Market Share

►So do employees.So do employees.-Retention-Retention-Career Development-Career Development-Job satisfaction-Job satisfaction-Task performance-Task performance


►ProductivityProductivity-The quantity and quality of work -The quantity and quality of work performance, with resource use performance, with resource use considered.considered.

►Performance Effectiveness and Performance Effectiveness and Performance Efficiency are ways of Performance Efficiency are ways of looking at productivity.looking at productivity.

Effective but not efficient-Goals achieved-Resources Wasted

Effective and efficient-Goals Achieved-No resources wasted

-High productivity

Not Effective or efficient-Goals not achieved-Resources Wasted

Effective but not efficient-No resources wasted

-Goals not achieved

Poor Resource Utilization Good

Hig

h G

oal A

ttain

ment

Low

Changing Nature of Changing Nature of OrganizationsOrganizations

►Business has changed AND is always Business has changed AND is always changing.changing.

►These themes are things that are These themes are things that are important to keep in mind.important to keep in mind.


►Belief in Human Capital - People are Belief in Human Capital - People are everything. Knowledge/experience valued.everything. Knowledge/experience valued.

►Demise of “Command and Control” – “Do Demise of “Command and Control” – “Do as I as I say” is no longer the main way of say” is no longer the main way of running running businesses.businesses.

►Emphasis on Teamwork – Horizontal focus, Emphasis on Teamwork – Horizontal focus, not verticalnot vertical

►Pre-eminence of Technology – New tech Pre-eminence of Technology – New tech leads to new opportunitiesleads to new opportunities


►Embrace of Networking – With everyone Embrace of Networking – With everyone involved in the business.involved in the business.

►New Workforce expectations – New New Workforce expectations – New generation of workers have different generation of workers have different attitudes/demandsattitudes/demands

►Concern for work-life balance – Keeping Concern for work-life balance – Keeping work and personal affairs separatework and personal affairs separate

►Focus on speed – Production and other Focus on speed – Production and other areasareas


►Google CardboardGoogle Cardboard

►We are going to be talking again and We are going to be talking again and again, about again, about Total Quality Total Quality Management (TQM)Management (TQM). This is when . This is when an organization is committed on every an organization is committed on every level to meeting customer needs.level to meeting customer needs.

►Everything from manufacturing, Everything from manufacturing, customer service, sales, shipping, customer service, sales, shipping, even human resources.even human resources.

Management Fundamentals - Chapter 1 14

Study Question 3: Who are managers Study Question 3: Who are managers and what do they do?and what do they do?

A manager is a person in an A manager is a person in an organization who supports and is organization who supports and is responsible for the work of others.responsible for the work of others.

The people who managers help are The people who managers help are the ones whose tasks represent the the ones whose tasks represent the real work of the organization.real work of the organization.



Levels of management:Levels of management: Top managers Top managers — r— responsible for esponsible for

performance of an organization as a whole performance of an organization as a whole or for one of its larger parts.or for one of its larger parts.

Middle managers Middle managers — — in charge of relatively in charge of relatively large departments or divisions.large departments or divisions.

Project managers Project managers __ __ coordinate complex coordinate complex projects with task deadlines.projects with task deadlines.

Team leaders or supervisors Team leaders or supervisors —— in charge of a in charge of a small work group of non-managerial workers.small work group of non-managerial workers.



Importance of human resources and Importance of human resources and

managers managers …… ““Toxic workplaces” treat employees as Toxic workplaces” treat employees as

costs.costs.

High performing organizations treat High performing organizations treat

people as valuable strategic assets.people as valuable strategic assets.

Managers must ensure that people are Managers must ensure that people are

treated as strategic assets.treated as strategic assets.



Responsibilities of team leaders:Responsibilities of team leaders: Plan meetings and work schedules.Plan meetings and work schedules. Clarify goals and tasks, and gather ideas Clarify goals and tasks, and gather ideas

for improvement.for improvement. Appraise performance and counsel team Appraise performance and counsel team

members.members. Recommend pay raises and new Recommend pay raises and new

assignments.assignments. Recruit, develop, and train team members.Recruit, develop, and train team members.



Responsibilities of team leaders (cont.):Responsibilities of team leaders (cont.): Encourage high performance and Encourage high performance and

teamwork.teamwork. Inform team members about organizational Inform team members about organizational

goals and expectations.goals and expectations. Inform higher levels of work unit needs and Inform higher levels of work unit needs and

accomplishments.accomplishments. Coordinate with others teams and support Coordinate with others teams and support

the rest of the organization.the rest of the organization.



Types of managersTypes of managers Line managers are responsible for work activities Line managers are responsible for work activities

that directly affect organization’s outputs.that directly affect organization’s outputs. Staff managers use technical expertise to advise Staff managers use technical expertise to advise

and support the efforts of line workers.and support the efforts of line workers. Functional managers are responsible for a single Functional managers are responsible for a single

area of activity.area of activity. General managers are responsible for more General managers are responsible for more

complex units that include many functional complex units that include many functional areas.areas.

Administrators work in public and nonprofit Administrators work in public and nonprofit organizations.organizations.



Managerial performance and Managerial performance and accountabilityaccountability Accountability is the requirement of one Accountability is the requirement of one

person to answer to a higher authority for person to answer to a higher authority for relevant performance results.relevant performance results.

Effective managers fulfill performance Effective managers fulfill performance accountability by helping others to accountability by helping others to achieve high performance outcomes and achieve high performance outcomes and experience satisfaction in their work. experience satisfaction in their work.



Quality of work life (QWL)Quality of work life (QWL) An indicator of the overall quality of human An indicator of the overall quality of human

experiences in the workplace.experiences in the workplace. QWL indicators:QWL indicators:

►Fair payFair pay►Safe working conditionsSafe working conditions►Opportunities to learn and use new skillsOpportunities to learn and use new skills►Room to grow and progress in a careerRoom to grow and progress in a career►Protection of individual rightsProtection of individual rights►Pride in work itself and in the organizationPride in work itself and in the organization



High performing managers High performing managers …… Build working relationships with others.Build working relationships with others.

Help others develop their skills and Help others develop their skills and

performance competencies.performance competencies.

Foster teamwork.Foster teamwork.

Create a work environment that is Create a work environment that is

performance-driven and provides performance-driven and provides

satisfaction for workers.satisfaction for workers.



The organization as an upside-down The organization as an upside-down

pyramid pyramid …… Each individual is a value-added worker.Each individual is a value-added worker.

A manager’s job is to support workers’ A manager’s job is to support workers’

efforts.efforts.

The best managers are known for helping The best managers are known for helping

and supporting.and supporting.


Figure 1.3 Figure 1.3 The organization viewed The organization viewed as an upside-down pyramid.as an upside-down pyramid.


Study Question 4: What is the Study Question 4: What is the management process?management process?

Management is the process of Management is the process of planning, organizing, leading, and planning, organizing, leading, and controlling the use of resources to controlling the use of resources to accomplish performance goals.accomplish performance goals.

All managers are responsible for the All managers are responsible for the four functions.four functions.

The functions are carried on The functions are carried on continually.continually.


Figure 1.4 Figure 1.4 Four functions of Four functions of management.management.



Functions of management Functions of management …… PlanningPlanning

►The process of setting objectives and The process of setting objectives and determining what actions should be taken to determining what actions should be taken to accomplish them.accomplish them.

OrganizingOrganizing►The process of assigning tasks, allocating The process of assigning tasks, allocating

resources, and arranging the coordinated resources, and arranging the coordinated activities of individuals and groups to activities of individuals and groups to implement plans.implement plans.



Functions of management Functions of management …… LeadingLeading

►The process of arousing people’s enthusiasm The process of arousing people’s enthusiasm to work hard and direct their efforts to fulfill to work hard and direct their efforts to fulfill plans and accomplish objectives.plans and accomplish objectives.

ControllingControlling►The process of measuring work performance, The process of measuring work performance,

comparing results to objectives, and taking comparing results to objectives, and taking corrective action as needed.corrective action as needed.



Managerial activities and rolesManagerial activities and roles …… Interpersonal rolesInterpersonal roles

►Involve interactions with persons inside Involve interactions with persons inside and outside the work unit.and outside the work unit.

Informational rolesInformational roles►Involve giving, receiving, and analyzing Involve giving, receiving, and analyzing

of information.of information.

– Decisional rolesDecisional roles►Involve using information to make Involve using information to make

decisions in order to solve problems or decisions in order to solve problems or address opportunities.address opportunities.


Figure 1.5 Figure 1.5 Mintzberg’s 10 Mintzberg’s 10 managerial roles.managerial roles.



Characteristics of managerial work Characteristics of managerial work …… Managers work long hours.Managers work long hours. Managers work at an intense pace.Managers work at an intense pace. Managers work at fragmented and varied Managers work at fragmented and varied

tasks.tasks. Managers work with many communication Managers work with many communication

media.media. Managers work largely through Managers work largely through

interpersonal relationships.interpersonal relationships.



Managerial agendas and networks Managerial agendas and networks …… Agenda settingAgenda setting

►Development of action priorities for one’s job.Development of action priorities for one’s job.►Include goals and plans that span long and Include goals and plans that span long and

short time frames.short time frames.

NetworkingNetworking►Process of building and maintaining positive Process of building and maintaining positive

relationships with people whose help may be relationships with people whose help may be needed to implement one’s work agendas.needed to implement one’s work agendas.


Study Question 5: How do you learn the Study Question 5: How do you learn the essential managerial skills and essential managerial skills and

competencies?competencies? What is a skill?What is a skill? Essential managerial skillsEssential managerial skills

Skill Skill — the ability — the ability to translate knowledge into action that to translate knowledge into action that results in desired performance.results in desired performance.

Technical skill Technical skill — the ability to apply a— the ability to apply a special proficiency special proficiency or expertise to perform particular tasks.or expertise to perform particular tasks.

Human skill Human skill — the ability to work well in cooperation— the ability to work well in cooperation with with others.others.

Conceptual skill Conceptual skill — the— the ability to think critically and ability to think critically and analytically to solve complex problems.analytically to solve complex problems.


Figure 1.6 Figure 1.6 Katz’s essential Katz’s essential managerial skills.managerial skills.



competencies?competencies? Managerial competency Managerial competency ……

A skill-based capability that contributes to A skill-based capability that contributes to high performance in a management job.high performance in a management job.

Managerial competencies are implicit in:Managerial competencies are implicit in: Planning, organizing, leading, and Planning, organizing, leading, and

controlling.controlling. Informational, interpersonal, and decisional Informational, interpersonal, and decisional

roles.roles. Agenda setting and networking.Agenda setting and networking.



competencies?competencies? Competencies for managerial success:Competencies for managerial success:

CommunicationCommunication TeamworkTeamwork Self-managementSelf-management LeadershipLeadership Critical thinkingCritical thinking ProfessionalismProfessionalism


Figure 1.7 Figure 1.7 Understanding Understanding Management from Theory to Practice.Management from Theory to Practice.

organizations and management. what is an organization? ► a collection of people working together...

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quality of work performance

efficient goals

resources wastedeffective

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project managers

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