Managers & Management Week 1 FS10321: Business Management.

Managers & Management

Week 1

FS10321: Business Management

Let’s see your schedules!

Why are you here?

What do you want to do?

FS10321: Business Management 4

Why am I here?

• Background in Business– “Hit the ground running”

• Leadership

• Teamwork


Instructor

• Instructor: Max Minkoff

• Teaching style: Interactive!

• How to contact me: [email protected]

• Website: http://www.planetminkoff.com

• Other availability: Immediately after class

http://www.planetminkoff.com/


Course Content

• Teaching Strategies– Interactive Class Discussion– PowerPoint w/printed notes– Team exercises

• Textbook: Fundamentals of Management – Robbins & Decenzo

Chapter 1

Managers and Management


Common Characteristics of Organizations


Organizational Levels


Management Process• Planning

– Defining goals– Establishing strategy– Developing plans to coordinate activities

• Organizing– Tasks to be done– Who is to do them– How tasks are to be grouped– Who reports to whom– Where decisions are to be made


Management Process• Leading

– Motivating employees

– Directing others

– Selecting the most effective communication channel

– Resolving conflicts

• Controlling– Monitoring performance

– Comparing it with goals

– Correcting any significant deviations


Management Process

Activities

EXHIBIT 1.4

Management process:planning, organizing, leading, and controlling


Management Charter Initiative Competencies for Middle Managers

1. Initiate and implement change and improvement• Services, products, and systems

2. Monitor, maintain, improve service/product delivery

3. Monitor and control the use of resources

4. Secure effective resource allocation

5. Recruit and select personnel


Management Charter Initiative Competencies for Middle Managers 2

6. Develop teams, individuals, self • Enhance performance

7. Plan, allocate, & evaluate work

8. Create, maintain, & enhance relationships

9. Seek, evaluate, & organize information

10. Exchange information • Solve problems

• Make decisions


Is The Manager’s Job Universal?• Level in the organization

• Profit versus not-for-profit

• Size of organization

• Management concepts and national borders


The Industrial Revolution’s Influence On Management Practices

• Industrial revolution– Machine power began to substitute for human power

• Lead to mass production of economical goods

– Improved and less costly transportation systems• Created larger markets for goods.

– Larger organizations developed to serve larger markets• Created the need for formalized management practices.


Scientific Management• Frederick W. Taylor

– The Principles of Scientific Management (1911)• Scientific method -> “one best way” for a job to be done

– Increased efficiency from• Selecting the right people for the job

• Training them to do it precisely in the one best way.

– Favored incentive wage plans to motivate workers

– Separated managerial work from operative work


Scientific Management Contributors

• Frank and Lillian Gilbreth (1910s)– Bricklaying efficiency improvements– Time and motion studies

• Henry Gantt (1910s)– Incentive compensation systems– Gantt chart for scheduling work operations


Human Resources Approach

• Robert Owen (early 1800’s!)– Concern for employees was profitable

• Would relieve human misery

• Hugo Munsterberg (1913)– Created the field of industrial psychology

• Scientific study of individuals at work

• Maximize productivity and adjustment


Human Resources Approach

• Mary Parker Follett (1920s)– Organizations could be viewed from the

perspective of individual and group behavior.

• Chester Barnard– Organizations as social systems

• Require human cooperation.

– The Functions of the Executive (1938).


Elton Mayo’s Productivity• Hawthorne Works, Western Electric• 6 women chosen• Changes were made to work environment• Productivity was measured• Initial conditions:

– 48 hour week– Including Saturdays

• Observers put in place• Explained experiments to participants• Solicited feedback along the way

– No rest pauses

– 2,400 relays/week each.


Here’s what happened…• They were then put on piece-work for eight weeks.

• Output went up

• Two five minute rest pauses, morning and afternoon, were introduced for five weeks.

• Output went up once more

• The rest pauses were lengthened to ten minutes each.

• Output went up sharply.

• Six five minute pauses were introduced, and the girls complained that their work rhythm was broken by the frequent pauses.

• Output fell slightly

• Return to the two rest pauses, the first with a hot meal supplied by the Company free of charge.

• Output went up


Continued…

• The girls were dismissed at 4.30 p.m. instead of 5.00 p.m.

• Output went up

• They were dismissed at 4.00 p.m.

• Output remained the same

• Finally, all the improvements were taken away, and the girls went back to the physical conditions of the beginning of the experiment: work on Saturday, 48 hour week, no rest pauses, no piece work and no free meal. This state of affairs lasted for a period of 12 weeks.

• Output was the highest ever recorded averaging 3000 relays a week.


Why?

• Sense of belonging developed

• A social atmosphere

• Attention paid

• Less pressure

• Ability to develop individual work methods


Course OutlineWeek Chapter Topic

1 1 & 3 Managers & Management/Planning2 3 & 5 Planning/Organizational Design3 6 Staffing4 7 Midterm Exam5 8 Managing Change, Stress, Innovation6 9 Indiv. & Group Behavior7 10 Work Teams8 11 Motivating and Rewarding9 12 Foundations of Control10 Final


Evaluation/Technology• Grading

– 40%: Class Participation (including attendance)– 20%: Midterm Exam– 20%: Final Exam– 20%: Team Project

• Technology Needed: – Word Processing– PowerPoint– Internet


Attendance Policy

• Two absences = one full grade drop

• A third absence = an additional grade drop

• Four absences = Failure

• NOTE: – There are NO excused absences. – 2 lates and/or early departures = 1 absence.

I WILL FAIL YOU IF I HAVE TO!


Cellphone Policy

• OK if it rings– I don’t expect you to remember to turn it off

• BUT!– Don’t answer your phone in class!– Don’t step into the hall to talk

• Also– No text messaging

Chapter 3

Planning


What is Planning?

• Define goals

• Establish an overall strategy

• Develop comprehensive set of tasks

• I.e. concerned with ends and means

• Why must we plan?– Because the environment is always changing


Why Plan?• Provide direction

– Coordinates efforts– Helps everyone understand his/her role

• Facilitates teamwork

• Reduce the impact of change– Anticipate and consider change– Develop appropriate responses

• Minimize waste and redundancy• Set standards

– Facilitates control


Why Not Plan (According to Critics)

• May create rigidity– Harder to react to big changes

• May reduce creative thinking– Managers may feel the need to stick to the plan– Esp. with MBO’s (Management by Objective)– Current success may lead to future failure

• Focuses on the present– Discourages (potentially beneficial) risks– Discourages being proactive


So Should We Plan?

• Most companies that plan perform better

• For those than don’t, usually environmental– E.g. government regulation changing things

• Best plans are based on quality, not quantity


Types of Plans: Breadth

• Strategic– Broad

– Applies to entire organization

– Focus on overall goals

– General

– Forms objectives

• Tactical (Operational)– Provides details

– Narrower

– Shorter time frame

– How objectives will be met


Types of Plans: Time Frame

• Short-term– Less than one year– Better when more uncertainty– More flexibility

• Long-term– Five years or more– Required if long-term commitment is necessary

Types of Plans: Specificity• Directional

– Clearly defined objectives

– No ambiguity• No misunderstandings

– May be difficult/impossible

– General goals– Allows flexibility– Less clear

• Specific


Types of Plans: Frequency of Use

• Single-use– Meets needs of a particular situation

• Standing– Ongoing– Provide guidance for repeated actions– When process is always the same

Managers & Management Week 1 FS10321: Business Management.

Documents

Transcript of Managers & Management Week 1 FS10321: Business Management.