Management Review 2012

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2

Classifying Managers

• First-line Managers

Individuals who manage the work of non-managerial

employees.

• Middle Managers

Individuals who manage the work of first-linemanagers.

• Top Managers

Individuals who are responsible for making

organization-wide decisions and establishing plansand goals that affect the entire organization.



3

Managerial Levels



4

What Is Management?

• Managerial Concerns

Efficiency

“Doing things right”

– Getting the most output

for the least inputs

Effectiveness “Doing the right things”

– Attaining organizational

goals



6

What Do Managers Do?

• Functional Approach

Planning

Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

Organizing

Arranging and structuring work to accomplish organizationalgoals.

Leading

Working with and through people to accomplish goals.

Controlling Monitoring, comparing, and correcting work.



7

Management Functions



8

Skills Needed at Different Management Levels



9

Management Skills and Management Function Matrix



10

Scientific Management

• Fredrick Winslow Taylor

The “father” of scientific management

Published Principles of Scientific Management (1911)

The theory of scientific management

– Using scientific methods to define the “one best way” for a job to be done:

• Putting the right person on the job with the correct tools

and equipment.

• Having a standardized method of doing the job.• Providing an economic incentive to the worker.



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Scientific Management (cont’d)

• Frank and Lillian Gilbreth

Focused on increasing worker productivity through

the reduction of wasted motion

Developed the microchronometer to time worker

motions and optimize performance

• How Do Today’s Managers Use Scientific

Management?

Use time and motion studies to increase productivity

Hire the best qualified employees

Design incentive systems based on output



12

General Administrative Theorists

• Henri Fayol

Believed that the practice of management was distinct

from other organizational functions

Developed fourteen principles of management that

applied to all organizational situations

• Max Weber

Developed a theory of authority based on an ideal

type of organization (bureaucracy)

Emphasized rationality, predictability, impersonality, technicalcompetence, and authoritarianism



13

Different Types of Global Organizations

• Multinational Corporation (MNC)

A firm which maintains operations in multiple

countries but manages the operations from a base in

the home country.

• Transnational Corporation (TNC)

A firm that maintains operations in several countries

but decentralizes management to the local country.

• Borderless Organization

A firm that has eliminated structural divisions thatimpose artificial geographic barriers and is organized

along business lines.



14

Ethical Leadership

• Managers must provide a good role model by:

Being ethical and honest at all times.

Telling the truth; don’t hide or manipulate information.

Admitting failure and not trying to cover it up.

Communicating shared ethical values to employees

through symbols, stories, and slogans.

Rewarding employees who behave ethically and

punish those who do not.

Protecting employees (whistleblowers) who bring to

light unethical behaviors or raise ethical issues.



16

Overview of Managerial Decision Making

Management Review 2012

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