MANAGEMENT AND

MANAGER

TOPIC 1

Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin

CONTENTS

1.1 . The management process today

1.1.1. What is management?1.1.2. Efficiency and Effectiveness1.1.3. Why study management?

1.1.4. Essential Managerial Tasks:

1.1.5. Levels and Skills of Managers:

1.1.6. Recent Changes in Management Practices

1.1.7. Challenges for Management ina Global Environment

APPENDIX CHAPTER 1: HISTORY OF MANAGEMENT THOUGHT

1.2. Managers1.2.1. Enduring

Characteristics: Personality Traits

1.2.2. Values, Attitudes, and Moods and Emotions

1.2.3. Organizational Culture

Learning Objective

●What management is●Four essential managerial tasks ●How managers' ability affects organizational performance.●Task and responsibilities of three levels of management●Three kinds of managerial skill●Some major changes in management practices today●History of management thought

Learning Objective

●The various personality traits●How values, attitudes, mood and emotions impact on managerial action.●How organizational culture influence organization.

MANAGEMENT PROCESS

TODAY

Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.

McGraw-Hill/Irwin

Some Basic Definitions

● Management is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

● An Organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals

● Managers are the people responsible for supervising the use of an organization’s resources to meet its goals● Resources include people, skills, know-how,

machinery, raw materials, computers and IT, and financial capital.

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Achieving High Performance

● Organizational Performance ● A measure of how efficiently and effectively

managers use organizational resources to satisfy customers and achieve goals

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●Efficiency ●A measure of how

well or productively resources are used to achieve a goal

●Effectiveness●A measure of the

appropriateness of the goals an organization is pursuing and the degree to which they are achieved.

Efficiency, Effectiveness, andPerformance in an Organization

1-*Figure 1.1

Why study management?

● The more effective and efficient use an organization can make of resources, the greater the relative well-being of people

● Almost all of us encounter managers because most people have jobs and bosses

● Understanding management is one important path toward obtaining a satisfying career

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Four Tasks of Management

1-*Figure 1.2

Planning

●Planning ●Process of identifying and selecting appropriate goals and courses of action

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Organizing

● Organizing ● structuring working relationships so

organizational members interact and cooperate to achieve organizational goals.

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Leading

● Leading ● Articulating a clear vision and energizing and

enabling organizational members so they understand the part they play in attaining organizational goals

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Controlling

● Controlling ● Evaluating how well an organization is

achieving its goals and taking action to maintain or improve performance

● The outcome of the control process is the ability

to measure performance accurately and regulate efficiency and effectiveness

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Levels of Managers

1-*Figure 1.3

Relative Amount of Time That Managers Spend on the Four Managerial Tasks

1-*Figure 1.4

Managerial Skills

● Conceptual skills● The ability to analyze and diagnose a situation and

distinguish between cause and effect.● Human skills

● The ability to understand, alter, lead, and control the behavior of other individuals and groups.

● Technical skills● The specific knowledge and techniques required to

perform an organizational role.

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Types and Levels of Managers

1-*Figure 1.5

Recent Changes in Management Practices

● Restructuring ● downsizing an organization by eliminating the jobs of

large numbers of top, middle, or first-line managers and non-managerial employees

● Outsourcing ● contracting with another company, usually in a low

cost country abroad, to perform an activity the company previously performed itself

● Increases efficiency because it lowers operating costs,

freeing up money and resources that can be used in more effective ways

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Empowerment and Self-Managed Teams

●Empowerment ●Expansion of employees’ knowledge, tasks, and decision-making responsibilities

●Self-managed team ● a group of employees with the responsibility for self-supervising and self-monitoring

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Challenges for Management ina Global Environment

●Rise of Global Organizations●Building a Competitive Advantage●Maintaining Ethical and Socially Responsible Standards

●Managing a Diverse Workforce●Utilizing IT and E-Commerce●Practicing Global Crisis Management

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QUIZ

The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as:

a.Effectivenessb.Appropriatenessc.Efficiencyd.Timelinesse.Appraisal

QUIZ

A manager who chooses the wrong goals for the organization and makes poor use of the organization's resources in pursuing these goals is said to have

a.low effectiveness/low efficiency b.low effectiveness/medium efficiencyc.medium effectiveness/low efficiencyd.high effectiveness/high efficiencye.medium effectiveness/medium efficiency

Values, Attitudes, Emotions,

and Culture:The

Manager as a Person

Personality Traits

● Personality Traits ● Enduring tendencies to feel, think, and act in certain ways that

can be used to describe the personality of every individual● Managers’ personalities influence their behavior

and approach to managing people and resources

● No single trait is right or wrong for being an effective manager

● Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working

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Big Five Personality Traits

Figure 2.1

2-*

Big Five Personality Traits

● Extraversion ● tendency to experience positive emotions and

moods and feel good about oneself and the rest of the world

● Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly

● Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook

2-*

Big Five Personality Traits

●Negative affectivity ●tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

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Big Five Personality Traits

● Agreeableness ● tendency to get along well with others

● Managers high in agreeableness are likable, affectionate and care about others

● Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic

2-*

Big Five Personality Traits

● Conscientiousness ● tendency to be careful, scrupulous, and persevering● Managers high in this trait are organized and self-

disciplined● Managers low in this trait lack direction and self-

discipline● Openness to Experience

● tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

2-*

Other Personality Traits – Locus of Control

● Internal locus of control● Tendency to locate responsibility for one’s fate

within oneself● Own actions and behaviors are major and

decisive determinants of job outcomes● External locus of control

● Tendency to locate responsibility for one’s own fate in outside forces and to believe that one’s own behavior has little impact on outcomes

2-*

Other Personality Traits

● Self-Esteem - The degree to which people feel good about themselves and their capabilities

● Need for Achievement - The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence

● Need for Affiliation - The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

● Need for Power - The extent to which an individual desires to control or influence others

2-*

Values, Attitudes, andMoods and Emotions

● Values● Describe what managers try to achieve through

work and how they think they should behave● Attitudes

● Capture managers’ thoughts and feelings about their specific jobs and organizations.

● Moods and Emotions● Encompass how managers actually feel when

they are managing

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Figure 2.4

Terminal and Instrumental

Values

2-*

Attitudes

● Attitudes● A collection of feelings and beliefs.

● Job Satisfaction● A collection of feelings and beliefs that

managers have about their current jobs.● Managers high on job satisfaction like their jobs,

feel that they are being fairly treated, and believe that their jobs have many desirable features

2-*

Attitudes

● Organizational Citizenship Behaviors● Behaviors that are not required of

organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and gaining a competitive advantage

● Organizational Commitment● The collection of feelings and beliefs that

managers have about their organization as a whole

2-*

Moods, Emotions andEmotional Intelligence

●Mood●A feeling or state of mind

●Emotion●Intense, relatively short-lived feelings

●Emotional Intelligence●The ability to understand and manage one’s own moods and emotions and the moods and emotions of other people

●Helps managers carry out their interpersonal roles of figurehead, leader, and liaison

2-*

Organizational Culture

● Organizational Culture ● Shared set of beliefs, expectations, values,

norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals

2-*

Role of Values and Norms

● Terminal values ● signify what an organization and its

employees are trying to accomplish● Instrumental values

● guide the ways in which the organization and its members achieve organizational goals

● Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization

2-*

Factors that Maintain and TransmitOrganizational Culture

Figure 2.9 2-*

Role of Values and Norms

● Organizational socialization ● process by which newcomer’s learn an

organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively

● Ceremonies and Rites ● Formal events that recognize incidents of

importance to the organization as a whole and to specific employees

2-*

Ceremonies and Rites

● Rites of passage ● determine how individuals enter, advance within, or

leave the organization● Rites of integration

● build and reinforce common bonds among organizational members

● Rites of enhancement ● let organizations publicly recognize and reward

employees’ contributions and thus strengthen their commitment to organizational values

2-*

Stories and Language

● Communicate organizational culture● Stories reveal behaviors that are valued by

the organization● Includes how people dress, the offices

they occupy, the cars they drive, and the degree of formality they use when they address one another

2-*

QUIZ

Managers who are low on negative affectivity may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic.

a.Trueb.False

QUIZ

The tendency of a manager to get along well with other workers is known as

a.positive affectivityb.agreeablenessc.conscientiousnessd.extraversione.internal locus of control

KEY TERM●ORGANIZATION Tổ chức●MANAGEMENT Quản trị●ORGANIZATIONAL PERFORMANCE Thành tích của tổ chức●EFFICIENCY Hiệu suất●EFFECTIVENESS Hiệu quả●PLANNING Hoạch định●LEADING Lãnh đạo●CONTROLLING Kiểm soát●STRATEGY Chiến lược

●ORGANIC STRUCTURE Cấu trúc cơ hữu●DEPARTMENT Bộ phận●FIRST-LINE MANAGER Quản lý cấp cơ sở●MIDDLE MANAGER Quản lý cấp trung gian●TOP MANAGER Quản lý cấp cao●TOP-MANAGEMENT TEAM Nhóm quản lý cấp cao●CONCEPTUAL SKILL Kỹ năng tư duy

KEY TERM●HUMAN SKILL Kỹ năng nhân sự●TECHINICAL SKILL Kỹ năng kĩ thuật●CORE COMPETENCY Năng lực cốt lõi●RESTRUCTURING Tái cấu trúc●OUTSOURCING Gia công●EMPOWERMENT Trao quyền●SELF-MANAGED TEAM Nhóm tự quản

●GLOBAL ORGANIZATION Tổ chức toàn cầu●COMPETITIVE ADVANTAGE Lợi thế cạnh tranh●INNOVATION Cải tiến/ Đổi mới●TURNAROUND MANAGEMENT Quản lý chuyển đổi●PERSONALITY TRAITS Đặc điểm tính cách●INSTRUMENTAL VALUE Giá trị phương tiện

KEY TERM●INTERNAL LOCUS OF CONTROL Tầm kiểm soát bên trong●EXTERNAL LOCUS OF CONTROL Tầm kiểm soát bên ngoài●SELF-ESTEEM Tự trọng●NEED FOR ACHIEVEMENT Nhu cầu thành đạt●EXTRAVERSION Sự hướng ngoại●NEGATIVE AFFECTIVITY Cảm xúc tiêu cực

●CONSCIENTIOUSNESS Sự tận tâm, chu toàn●OPENESS TO EXPERIENCE Sẵn sàng trải nghiệm●AGREEABLENESS Sự dễ chịu, hoà đồng●NEED FOR AFFILIATION Nhu cầu liên minh●NEED FOR POWER Nhu cầu quyền lực●TERMINAL VALUE Giá trị sau cùng●NORM Chuẩn mực

KEY TERM●VALUE SYSTEM Hệ thống giá trị●ATTITUDE Thái độ●JOB SATISFACTION Sự thỏa mãn trong công việc●ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OBCs) Hành vi công dân của tổ chức●ATTRACTION SELECTION ATTRITION Mô hình cá nhân ảnh hưởng đến văn hóa công ty

●ORGANIZATIONAL COMMITMENT Cam kết với tổ chức●MOOD Tâm trạng●EMOTIONS Tình cảm●EMOTION INTELLIGENCE Sự nhạy cảm●ORGANIZATIONAL CULTURE Văn hóa công ty●ORGANIZATIONAL SOCIALIZATION Quá trình hòa nhập với tổ chức