Management

CHAPTER 1

Managers and the Management Process

What does it mean to be a manager?

Organizations have different levels and different types of managers

Accountability is a cornerstone of managerial performance

Effective managers help each other achieve high performance

Managers must meet multiple changing expectations

What do Managers do and What Skills do They Use?

Managerial work is often intense and demanding

Managers plan, organize, lead and control

Managers enact informational, interpersonal and decisional roles

Managers pursue action agendas and engage in networking

Managers use a variety of technical, human and conceptual skills

Six “Must Have” Managerial Skills

* Teamwork. Able to work eff ectively as team member and leader; strong on team contributions,

leadership, confl ict management, negotiation, consensus building

* Self-Management. Able to evaluate self, modify behavior, and meet obligations;strong on ethical reasoning, personal fl exibility, tolerance for ambiguity, performanceResponsibility

* Leadership .Able to infl uence and support others to perform complex and ambiguoustasks; strong on diversity awareness, project management, strategic action

* Critical Th inking. Able to gather and analyze information for problem solving; strongon information analysis and interpretation, creativity and innovation, judgment, anddecision making

* Professionalism .Able to sustain a positive impression and instill confi dence in others;strong on personal presence, initiative, and career management

* Communication .Able to express self well in communication with others; strong onwriting, oral presentation, giving and receiving feedback, technology utilization

What are some important career issues in the new workplace?

Globalization and job migration are the changing world of work

Failures of ethics and corporate governance are troublesome

Diversity and discrimination are continuing social priorities

Intellectual, capital and self-management skills are essential for career success

CHAPTER 2

Management Learning

What are the lessons of classical management approaches?

Taylor’ s Scientific Management sought efficiency in job performance

Weber’s bureaucratic organization is supposed to be efficient and fair

Fayol’s administrative principles describe managerial duties and practices

Weber

Table 2.1 Characteristics of an Ideal BureaucracyClear Division of Labor Jobs are well defi ned, and workers

become highly skilled at performing them.Clear Hierarchy of Authority Authority and responsibility

are well defined, and each position reports to a higher-level one.

Formal Rules and Procedures Written guidelines describe expected behavior and decisions in jobs; written files are kept for the historical record.

Impersonality Rules and procedures are impartially and uniformly applied; no one gets preferential treatment.

Careers Based on Merit Workers are selected and promoted on ability and performance; managers are career employees of the organization.

The 14 Management Principles from Henri Fayol (1841-1925)

Division of Work. Specialization allows the individual to build up experience, and to continuously improve his skills.

Authority. The right to issue commands, along with which must go the balanced responsibility for its function.

Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their part by providing good leadership.

Unity of Command. Each worker should have only one boss with no other conflicting lines of command.

Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan.

Subordination of individual interest (to the general interest). Management must see that the goals of the firms are always paramount.

Remuneration. Payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system.

Centralization (or Decentralization). This is a matter of degree depending on the condition of the business and the quality of its personnel.

Scalar chain (Line of Authority). Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization.

Order. Both material order and social order are necessary. Equity. Treating employees well is important to achieve equity. Stability of Tenure of Personnel. Employees work better if

job security and career progress are assured to them. Initiative. Allowing all personnel to show their initiative in

some way is a source of strength for the organization. Even though it may well involve a sacrifice of ‘personal vanity’ on the part of many managers.

Esprit de Corps. Management must foster the morale of its employees.

What are the contributions of Behavioral Management Approaches?

Follett viewed organizations as communities of cooperative action. making every employee an owner in the business would create feelings of collective responsibility.

The Hawthorne studies focused attention on the human side of organizations

Maslow described a hierarchy of human needs with self-actualization on top

McGregor believed managerial assumptions create self-fulfilling prophecies

Argyris suggests that workers treated as adults will be more productive

What are the foundations of Modern Management Thinking?

Managers use quantitative analysis and tools to solve complex problems

Organizations are open systems that interact with their environments

Contingency thinking holds that there is no one best way to manage

Quality management focuses attention on continuous improvement

Evidence-based management seeks hard facts about what really works

CHAPTER 3

Ethics and Social Responsibility

How do Ethics and Ethical Behavior Play out in the Workplace?

Ethical behavior is values drivenWhat is considered ethical; varies among

moral reasoning approaches

What is considered Ethical can vary across cultures

Ethical dilemmas arise as tests of personal ethics and values

People have tendencies to rationalize unethical behaviors

How can we maintain high standards of ethical conduct?

Personal character and moral development influence ethical decision making

Training in ethical decision making can improve ethical conduct

Protection of whistleblowers can encourage ethical conduct

Managers as positive role models can inspire ethical conduct

Formal codes of ethics set standards for ethical conduct

What should we know about the social responsibilities of organizations?

Social responsibility is an organization's obligation to best serve society

Scholars argue cases for and against corporate social responsibility

Social responsibility audits measure the social performance of organizations

Sustainability is an important social responsibility goal

Social business and social entrepreneurship point the way in social responsibility

CHAPTER 4

Managers as Decision Makers

Problem A: A real estate developer wants to control costs and

finish building a new apartment complex on time. Quantitativeapproach: Network models like the Gantt chart picturednearby break large tasks into smaller components to trackcompletion of many different activities on the requiredtimetables.Problem B:An oil exploration company is worried about

futurepetroleum reserves in various parts of the world. Quantitative

approach: Mathematical forecasting helps make future projections for reserve sizes and depletion rates that are useful in the planning process.

Problem C: A big box retailer is trying to deal with pressures on profi t margins by minimizing costs of inventories while never being “out of stock” for customers. Quantitative approach: Inventory analysis helps control inventories by mathematically determining how much to automatically

order and when.Problem D: A grocery store is getting complaints from

customers that waiting times are too long for checkouts during certain times of the day. Quantitative approach: Queuing theory helps allocate service personnel and workstations based on alternative workload demands and in a way that minimizes both customer waiting times and costs of service workers.

How do managers use information to solve problems?

Managers deal with problems posing threats and offering opportunities

Managers can be problem avoiders, problems solvers or problem seekers

Managers make programmed and nonprogrammed decisions when solving problems

Managers can use systematic and intuitive thinking

Managers make decisions under conditions of certainty, risk and uncertainty

What are five steps in the decision-making process?

Step 1 is to identify and define the problemStep 2 is to generate and evaluate

alternative courses of actionStep 3 is to decide on a preferred course of

actionStep 4 is to implement the decisionStep 5 is to evaluate resultsEthical reasoning is important at all steps

in decision making

What are some issues in managerial decision making?

Personal factors help drive creativity in decision making

Group decision making has both advantages and disadvantages

Judgmental heuristics and other biases and traps may cause decision-making errors

Managers must be prepared for crisis decision-making