Allan Gardner

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Topic 1: An Introduction to Management

Topic 2: Managing Change & Innovation

Topic 3: The Organization Environment & Culture

Topic 4: Managerial Ethics & Social Responsibility

Topic 5: Strategic Management & Organization Structure

Topic 6: Plans, Decisions and Measures

Topic 7: Leadership

Topic 8: Motivation and Teams

Topic 9: Communication

Topic 10: Human Resources Management

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Functions & roles of a manager in an organization

Technical, conceptual & interpersonal skills of a manager

Organizational stakeholders

Major challenges managers face in business environment

Assess new and old approaches to management

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Variable roles, so difficult to define

“Getting things done through people”

Best defined by the kinds of activities managers do

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Fayol’s Five Management

Functions

Planning

Organizing

Commanding Coordinating

Controlling

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Mintzberg’s Managerial

Roles

Interpersonal

Informational Decisional

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Dimensions that define a managerial role:

Demands made on the manager

Constraints placed on the manager

Choices available to the manager

Demands

Constraints

Stress

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Technical

(task specific)

Conceptual

(big picture)

Interpersonal

(relationship)

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“two or more persons engaged in a systematic effort to produce goods or services” ……Kathryn Bartol

“A deliberate arrangement of people to accomplish some specific purpose”

……Stephen Robbins

“an information and decision system”

……Peter Drucker

“a complex pattern of communication and other relations between human beings”

……Herbert Simon

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A person, group, or organization that has direct or indirect stake in an organization because it can affect or be affected by the organization's actions, objectives, and policies.

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Change

Culture

Globalization

Ethics

Competition

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“The coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization.”…..BNET Business Dictionary

“The systematic approach and application of knowledge, tools

and resources to deal with change. Change management means defining and adopting corporate strategies, structures, procedures and technologies to deal with changes in external conditions and the business environment.” …..SHRM

“Change management is the process, tools and techniques to

manage the people-side of business change to achieve the required business outcome, and to realize that business change effectively within the social infrastructure of the workplace.”…..Change Management Learning Center

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“The deep, basic assumptions and beliefs that are shared by organizational members”

……Edgar Schein

“the collective programming of the mind that distinguishes the members of one organization from others.” ......Geert Hofstede

Organizational culture reflects the values, beliefs, and norms that characterize an organization as a whole.

……J.D. Sherman

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Level 1

Artifacts

Level 2

Espoused Beliefs & Values

Level 3

Underlying Assumptions

Visible organizational structures & process (clothes, buildings, behaviors)

Strategic goals, philosophies (values, norms, beliefs)

Unconscious, assumed beliefs, thoughts, feelings (invisible at higher levels)

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Shift from local manufacturers and local customers to a network of trades and cross-shipments between countries

Major reduction in relative transport costs

Lower labor costs or taxes in foreign countries

Growth of multi-national companies

Global supply chain

Expanding labor markets

Business-friendly legislation

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A guide of principles designed to help employees conduct business honestly and with integrity. A code of ethics document may outline the mission and values of the business or organization, how employees are supposed to approach problems, the ethical principles based on the organization's core values and the standards to which the professional will be held.

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Frederick Taylor “Scientific Management” (1911)

Observed how the most efficient workers performed, then introduced their methods as “standard” for all workers

Lillian and Frank Gilbreth “time and motion studies” (1914)

Timed the movements made when performing tasks as a means of optimizing effort and time expended

Peters & Waterman “In Search of Excellence” (1982)

Study successful companies, identify factors relating to their success, and copy them.

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Quality Management

Knowledge Management

Core Competencies

Balanced Scorecard

Triple Bottom Line

Risk Management

Six Sigma

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An integrative philosophy of management for continuously improving the quality of products and processes

The quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization

TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations

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"Knowledge Management is the discipline of enabling individuals, teams and entire organizations to collectively and systematically create, share and apply knowledge, to better achieve their objectives"

Knowledge Management programs are typically tied to organizational objectives such as improved performance, competitive advantage innovation, lessons learned transfer (for example between projects) and the general development of collaborative practices.

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The resources or the strengths that create the organization’s competitive advantage.

Organizations should focus on those areas in which they excel and outsource other tasks to organizations that specialize in those tasks.

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The phrase “the triple bottom line” was first coined in 1994 by British Consultant, John Elkington

The triple bottom line (TBL) consists of three Ps:

◦ Profit

◦ People

◦ Planet

TBL aims to measure the financial, social and environmental performance of the corporation over a period of time.

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The identification, analysis, assessment, control, and avoidance, minimization, or elimination of unacceptable risks that may impact organizational performance

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• Gov’t regulations

• Federal, state, local laws

• Harm to company reputation

• Harm to individual employees

• Theft

• Fraud

• Loans

• Damages

• Fines

• Personal injuries

• Environment & weather issues

• Physical assets

Physical Financial

Legal Ethical

or Moral

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A quality-control program developed in 1986 by Motorola that emphasized cycle-time improvement and reducing manufacturing defects to a level of no more than 3.4 per million.

Six Sigma has evolved into a more general business-management philosophy focused on meeting customer requirements, improving customer retention, and improving and sustaining business products and services.

Lean Six Sigma is a strategy that eliminates waste and improves process flows

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Six Sigma uses two processes: ◦ DMAIC (Define, Measure, Analyze, Improve, Control) is an improvement system for existing processes defined by specifications and looking for incremental improvement.

◦ DMADV (Define, Measure, Analyze, Design, Verify) is an improvement system used to develop new processes or products at Six Sigma Quality levels.

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You are asked to consider several candidates in your organization for promotion to Manager. What important characteristics, skills and behaviors will you look for in an ideal candidate?

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