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What Managers Do

Managerial Activities

Make decisions

Allocate resourcesDirect activities of

others to attain goals

Managers (oradministrators)Individuals who achieve goalsthrough other people.

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Where Managers Work

Organization

Aconsciously coordinatedsocial unit, composed of two ormore people, that functions ona relatively continuous basisto achieve a common goal orset of goals.

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MANAGEMENT FUNCTIONS

Planning Organizing

LeadingControlling

MANAGEMENTFUNCTIONS

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PLANNING

A process that includes defininggoals, establishing strategy,and developing plans tocoordinate activities

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ORGANISING

Determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and wheredecisions are to be made

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LEADING

A function that includes motivating employees, directing others,selecting the most effective communication channels, andresolving conflicts

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CONTROLLING

Monitoring activities to ensure they are being accomplished asplanned and correcting any significant deviations

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MANAGEMENT SKILLS

Technical Skills-ability to apply specialized knowledge .Ex: skills in the area of accountancy, operations, personnelmgmt

Human Skills-Should be able to work with a goodunderstanding of people coupled with the art of motivating them

Conceptual Skills-ability to analyze complex situations,rationally process & interpret available information.

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MANAGEMENT ROLES

Management Roles- multifarious roles- duties.

Henry Mintzberg 3 Categories

1. Interpersonal relationships

2. Transfer of information

3. Decision-making

Interpersonal Roles Informational Roles

Decisional Roles

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INTERPERSONAL ROLES

Figurehead-managers perform certain symbolic &ceremonial duties as a head of a group.

Leadership- roles includes hiring, training, motivating,disciplining employees

Liaison- the manger interacts with individuals or groups,inside or outside the organization.

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INFORMATIONAL ROLES

Monitor Role- information pertain to the prevailing terms& conditions of employment, technological developments, tastes,preferences- by interacting with field executives, customers.

Disseminator- transmitting information to other membersin organisation.

Spokesperson- when they represent their organizationduring their interactions.

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DECISIONAL ROLES

Entrepreneur- seek to improve an organizations performanceby initiating new projects & monitoring their progress

Disturbance Handler- managers required to respond tounforeseen problems.

Resource Allocators- responsible for allocating human,physical & capital resources

Negotiator- discuss issues & bargain with employees for thebenefit of entire organization

ff i S f l

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Effective Versus SuccessfulManagerial Activities (Luthans)

Traditional management

Decision making, planning, and controlling

Communication

Exchanging routine information and processing

paperwork

Human resource management

Motivating, disciplining, managing conflict, staffing,

and training

Networking

Socializing, politicking, and interacting with others

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Enter Organizational Behavior

Organizational behavior (OB)

A field of study that investigates theimpact that individuals, groups, andstructure have on behavior withinorganizations, for the purpose ofapplying such knowledge towardimproving an organizationseffectiveness.

R l i I i i i h

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Replacing Intuition withSystematic Study

Systematic study

Looking at relationships, attempting to attributecauses and effects, and drawing conclusions basedon scientific evidence.

Provides a means to predict behaviors.

Intuition

A feeling not necessarily supported by research.

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Contributing Disciplines to theOB Field

Psychology

The science that seeks to measure, explain, and

sometimes change the behavior of humans and other

animals.

Sociology The study of people in relation to their fellow humanbeings.

Social PsychologyAn area within psychology that blends concepts from psychology andsociology and that focuses on the influence of people on one another.

Anthropology

The study of societies to learn about human beings and theiractivities.

Political Science

The study of the behavior of individuals and groups within apolitical environment.

Th A F Ab l t i

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There Are Few Absolutes inOB

Contingency variables

Situational factors: variables that moderate therelationship between two or more other variables andimprove the correlation.

Ch ll d O t iti

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Challenges and Opportunitiesfor OB

Responding to Globalization

Increased foreign assignments

Working with people from different cultures

Coping with anti-capitalism backlash

Overseeing movement of jobs to countrieswith low-cost labor

Managing Workforce Diversity

Embracing diversity

Changing U.S. demographics

Implications for managers

Recognizing and responding to differences

Challenges and Opportunities

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Challenges and Opportunitiesfor OB (contd)

Improving Quality and Productivity

Quality management (QM)

Process reengineering

Responding to the Labor Shortage

Changing work force demographics Fewer skilled laborers

Early retirements and older workers

Improving Customer Service Increased expectation of service quality

Customer-responsive cultures

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What Is Quality Management?

1. Intense focus on the customer.

2. Concern for continuous improvement.

3. Improvement in the quality of everything the

organization does.

4. Accurate measurement.

5. Empowerment of employees.

Improving Quality and

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Improving Quality andProductivity

Quality management (QM)

The constant attainment of customer

satisfaction through the continuous

improvement of all organizational

processes.

Requires employees to rethink what they

do and become more involved in

workplace decisions.

Process reengineering Asks managers to reconsider how work

would be done and their organization

structured if they were starting over.

Instead of making incremental changes in

Challenges and Opportunity

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Challenges and Opportunityfor OB (contd)

Improving People Skills

Empowering People

Stimulating Innovation and Change

Coping with Temporariness

Working in Networked Organizations

Helping Employees Balance Work/LifeConflicts

Improving Ethical Behavior

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Basic OB Model, Stage I

Model

An abstraction of reality.A simplified representation of some real-worldphenomenon.

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The Dependent Variables

x

y

Dependent variable

A response that is affected by an independent variable.

The Dependent Variables

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The Dependent Variables(contd)

Productivity

A performance measure that includeseffectiveness and efficiency.

Effectiveness

Achievement of goals.

Efficiency

The ratio of effective output to the inputrequired to achieve it.

The Dependent Variables

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The Dependent Variables(contd)

Absenteeism

The failure to report to work.

Turnover

The voluntary and involuntary permanent withdrawalfrom an organization.

Organizational citizenship behavior (OCB)

Discretionary behavior that is not part of an

employees formal job requirements, but thatnevertheless promotes the effective functioning of theorganization.

The Dependent Variables

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The Dependent Variables(contd)

Job satisfaction

A general attitude toward ones job, the differencebetween the amount of reward workers receive andthe amount they believe they should receive.

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The Independent Variables

Independent

Variables

Individual-Level

Variables

Organization

System-LevelVariables

Group-Level

Variables

Independent variable

The presumed cause of some change in the dependentvariable.