HAS 3260 Session One Dr. Burton. You Know you Work for the Government if.... 1. When someone asks about what you do for a living, you lie. 2. You get

HAS 3260HAS 3260

Session OneSession One

Dr. BurtonDr. Burton

You Know you Work for the Government if....

1. When someone asks about what you do for a living, you lie.

2. You get really excited about a 2% pay raise.

3. Your biggest loss from a system crash is you lose your best jokes.

4. Your supervisor doesn't have the ability to do your job.

5. You sit in a cubicle smaller than your bedroom closet.

6. Computer specialists know less about computers than your teenager.

7. Lunch is like another scheduled meeting, only shorter.

Group Exercise

• Discuss what would you like from the course and develop a set of draft learning objectives and instructional aims that you would want the professor to pursue.

• Select a group spokesperson to discuss your group.

Bill Brown’s Management Metaphors

• Management as Permanent White Water.

• Management as Plate Spinning.

• Management as Cat Herding.

• Management as Performing Art.

• Internal v. External

• Flexibility v. Control

• Tasks v. Relationships

• Short-term v. Long-term

Metaphors Competing values

Schermerhorn - Chapter 1 5

CHAPTER 1The Dynamic New Workplace

Planning Ahead - the major study questions:• What are organizations like in the new

workplace?• Who are managers and what do they do?• What is the management process?• What are the challenges ahead?

Organizational Behavior• The study of human behavior, attitudes and

performance in organizations.• It is interdisciplinary:

– social psychology– clinical psychology– sociology– cultural anthropology– industrial engineering– organizational psychology

Organizational Iceberg

Formal Aspects (Overt)

Behavioral Aspects (Covert)

FormalGoals

Technology

PhysicalFacilities

Financialresources Surface competencies and skills

CustomersOrganizational design

Rules and regulations

AttitudesCommunication patternsInformal team processes

PersonalityConflict

Political behaviorUnderlying competencies and skills


Organizations and the New Workplace

• Organizations– combine the talents of

its employees to achieve unique and significant results



• Individuals depend on organizations to provide gainful employment– good organizations make the best employers

Are people an asset or a liability?



• People– are the the ultimate

foundations of organizational performance

– represent intellectual capital

– indispensable in creating long-term success



• What is an Organization?– A collection of people

working together to achieve a common purpose

– The purpose is to produce goods and/or services that satisfy the needs of customers



• Organizations as Systems– A system is a collection of interrelated parts that

function together to achieve a common purpose• organizations are open systems that interact with

their environments• organizations transform resource inputs into product

outputs (goods and services)• feedback from the environment tells an organization

how well it is meeting the needs of customers and society


Organizations and the New Workplace• Productivity and Organizational Performance

– Value-added

• if an organization can add value to the original cost of resource inputs

– earn a profit– add wealth to society

– Performance effectiveness• measure of task output or goal accomplishment• direct line to ultimate customer service and satisfaction

– Performance efficiency• measure of the resource cost associated with goal

accomplishment• measure of outputs realized compared to inputs consumed



• Changing Nature of Organizations– Quality is a strong productivity theme

• total quality management (TQM) is managing with an organizationwide commitment to

– continuous improvement

– completely meeting customers’ needs



• Changing Nature of Organizations– Change is important an aspect of organizations

• Technology– virtual organizations operate with the support of

extensive computer networks– allow people to work across large geographical distances

• Cross-functional task forces– employees who work in different parts of an organization

meet to share problem-solving expertise and coordinate operations


Managers and the New Workplace

• Manager is someone in an organization who is responsible for the work performance of one or more employees– ex. supervisor, team

leader, division head, administrator, project director



• Essential Human Resources are employees that report to managers– ex. direct reports, team

members, subordinates



• Managers’ key responsibility is to help an organization achieve high performance by utilizing human and material resources

• Management is the process consisting of – planning– organizing– leading– controlling



• Types of Managers– Top managers

• ensure that major performance objectives are established and accomplished in accordance with organization’s purpose

• responsible for performance of an organization as a whole or one of its significant parts

• ex. CEO, COO, president, vice president



• Types of Managers (con’t)– Middle managers

• report to top managers

• in charge of relatively large departments or divisions

• implement complex projects that require the participation of persons from different parts of organizations

• ex. Plant managers, division managers, branch sales managers, clinic directors, deans



• Types of Managers (con’t)– First-line managers

• in charge of a smaller work unity composed of nonmanagerial workers

• ensure that their work team or unit meet performance objectives that are consistent with plans of middle and top management

• ex. team leader, supervisor, department head, unit manager



• Types of Managers (con’t)– Managers work in different capacities within

organizations• Line managers are responsible for work activities that directly affect

organization’s outputs

• Staff managers use technical expertise to advise and support the efforts of line workers

• Functional managers are responsible for a single area of activity

• General managers are responsible for more complex units that include many functional areas

• Administrators typically work in nonprofit organizations



• Valuing Diversity describes demographic differences among members of the workforce– age

– gender

– race

– national origin

– physical characteristics



• Accountability and Managerial Performance– Challenges of Valuing Diversity

• Cultural bias– prejudice: negative, irrational attitudes towards members

of minority groups

– discrimination: denying members of minority groups full benefits of organizational membership

– glass ceiling effect: existence of an invisible barrier that prevents women and minority workers from rising above a certain level of organizational responsibility

Approaches to Management

• Functions

• Roles

• Skills

• Competencies

Management Competencies

• Conceptual

• Technical Managerial/Clinical

• Interpersonal/collaborative

• Political

• Commercial

• Governance

PLANNINGDeciding in advance what is to be done

ORGANIZINGDeveloping intentional patterns of relationships among people and other resources

STAFFINGAcquiring, maintaining and retaining human resources.DIRECTING

Initiating work in the organization

CONTROLLINGRegulating activities in the organization

DECISIONDECISIONMAKINGMAKINGChoosingChoosing

between orbetween oramongamong

alternativesalternatives

Management FunctionsManagement Functions


The Management Process

• Managerial Activities and Roles– Interpersonal roles - interactions with persons

inside and outside the work unit– Informational roles - involve the giving,

receiving and analyzing of information– Decisional roles - involve using information to

make decisions to solve problems or address opportunities

DesignerDesigner StrategistStrategist

LeaderLeader

Zuckerman and Dowling Zuckerman and Dowling Trinity of Managerial rolesTrinity of Managerial roles



• Managerial Activities and Roles– Managers work:

• long hours

• at an intense pace

• at fragmented and varied tasks

• largely through interpersonal relationships



• Managerial Agendas and Networks– Agenda setting -

• develop action priorities for their jobs

• include goals and plans that span long and short time frames

• general in the beginning but become more specific


The Management Process • Managerial Agendas and Networks

– Networking• process of building and maintaining positive

relationships with people



• Managerial Skills and Competencies– Skill - ability to translate knowledge into action

that results in desired performance• technical - special proficiency or expertise• human - work well with others• conceptual - ability to view situations broadly and

to solve problems

SkillsSkills

Type of ManagerType of ManagerLevel of positionLevel of position

in the in the OrganizationOrganization

HierarchyHierarchy

Degree of authorityDegree of authorityand scope of and scope of

responsibility andresponsibility andactivitiesactivities

Senior ManagerSenior ManagerHighHigh LargeLarge

Middle ManagerMiddle ManagerMiddleMiddle MediumMedium

First-levelFirst-levelManagerManager

LowLow SmallSmall

TechnicalTechnicalSkillsSkills

ConceptualConceptualSkillsSkills

Human RelationsHuman RelationsSkillsSkills

Henry Mintzberg’s Manager’s rolesHenry Mintzberg’s Manager’s roles

FORMALFORMALAUTHORITY ANDAUTHORITY ANDSTATUSSTATUS

INTERPERSONALINTERPERSONALROLESROLES FigureheadFigureheadInfluencerInfluencer (Leader)(Leader)

INFORMATIONALINFORMATIONALROLESROLES MonitorMonitorDisseminatorDisseminatorSpokespersonSpokesperson

DECISIONALDECISIONALROLESROLES

EntrepreneurEntrepreneurDisturbanceDisturbance handlerhandlerResource AllocatorResource AllocatorNegotiatorNegotiator



• Managerial Skills and Competencies– Managerial Competency - skill or personal

characteristic that contributes to high performance in a management job

• includes– the management process

– the manager’s roles

Documents

HAS 3260 Session One Dr. Burton. You Know you Work for the Government if.... 1. When someone asks about what you do for a living, you lie. 2. You get