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Introducing Management Definitions Management roles Management & leadership Core qualities of managers Levels of management Competency-driven management Challenges of managing diverse workforces in diverse societies 1 The coordination and integration of resources Human Financial Physical Technological for the ecient and eective achievement of organizational goals and objectives What management is 2

Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

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Page 1: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Introducing Management• Definitions• Management roles• Management & leadership• Core qualities of managers• Levels of management• Competency-driven management• Challenges of managing diverse workforces in diverse societies

1

The coordination and integration of resources

HumanFinancialPhysical

Technological

for the efficient and effectiveachievement of

organizational goals and objectives

What management is

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Page 2: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Some background

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Management theory: Four “eras”

• The so-called four “eras” of management theory are not mutually exclusive — they overlap considerably and elements from earlier “eras” remain influential in later “eras.”

‣ Classic

‣ Behavioral

‣ Human relations

‣ Modern• Each “era” is marked by characteristic assumptions about human motivation,

authority, and organizational structure.

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Page 3: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Management theory: Classic

• Emerged in response to increasing scope, scale, and complexity of modern organizations

• Little systematic research on organizations or management prior to about 1870

• Writing on organizations and management: Advice books, first hand accounts by managers, autobiographies

• Early management theory addressed several issues:

‣ Organizing workers more efficiently and effectively

‣ Identifying what managers do

‣ Organizational structure

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Example of early management theory

• Frederick Taylor: Scientific management• Henri Fayol: Management functions & principles

• Max Weber

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Page 4: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Important ideas from classical management theory

• Unity of command

• Scalar principle / centralization• Division of labor / departmentation• Span of control

• Formal organizational rules & regulations

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Management theory: Behavioral

• Response to emerging concern about shortcomings of classical management theory

• Shifted focus from management functions and organization structure to employees — specifically, motivations to work

• Recognized that organizations are social structures

• Examples:

‣ Elton Mayo’s Hawthorne project (most significant early behavioral management study)

‣ Theory X / Theory Y

‣ Herzberg’s hygiene factors / motivators

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Page 5: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Some contemporary management ideas

• TQM

• Best Practices• Learning organizations• Outcomes-based management

• Strategic management & leadership

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Inputs Activities Outputs Outcomes

Located outsidethe organization

Recent ideas about management

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Page 6: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Concepts of management continue to evolve

• Four “change factors”:

‣ demand (probably better referred to as market)‣ technology‣ information flow

‣ people

• As managers respond to these change factors, how we define and understand management is also changing

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The management environment

• Scarcity• Complexity

• Uncertainty

• Competition

• Conflict

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Page 7: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Management as function or task

• Management traditionally defined in terms of functions or tasks, the type of work managers do

• Many lists of these functions or tasks, some quite long and elaborate

• These lists reduce to four basic categories:

‣ Planning

‣ Organizing‣ Directing

‣ Controlling

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Management as interpersonal influence

• Management increasingly defined in terms of interpersonal interaction and influence, in large part because of changes in

‣ structure and content of work

‣ composition of the workforce• Managers increasingly seen in terms of the roles they play when interacting

with others:

‣ Leader‣ Communicator‣ Coach

‣ Mentor

‣ Change Agent

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Page 8: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Eight Key Points From Modern Management

• Clearly defined values should drive the organization.

• A known vision that directs the organization is essential.• Organizations should be customer driven.• Managers must recognize employee contributions.

• Managers must foster collaboration among staff and treat employees as valuable assets.

• Organizations must invest in their employees through training and development.

• Managers must give employees freedom to take risks so they can learn from mistakes and foster innovation and change.

• Organizations must foster a culture of trust among all employees based on honesty, integrity, and ethical behavior.

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Eight Key Points From Modern Management (continued)

• Managers must foster collaboration among staff and treat employees as valuable assets.

• Organizations must invest in their employees through training and development.

• Managers must give employees freedom to take risks so they can learn from mistakes and foster innovation and change.

• Organizations must foster a culture of trust among all employees based on honesty, integrity, and ethical behavior.

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Page 9: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Management & leadership — changing ideas about their relationship

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Managers as leaders

• Management: The process of coordinating and integrating resources to achieve organizational goals and objectives effectively and efficiently

• Leadership: Interpersonal influence over others aimed at achieving organizational goals, objectives, and strategies

• Management and leadership previously regarded as clearly distinguishable

‣ Managers not necessarily leaders, leaders not necessarily managers

‣ Time and place for each• Leadership now widely regarded as a central element in management‣ Managers must be effective leaders, but not all leaders are effective

managers

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Page 10: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Leadership theories: Traits

• Some people are born to be good leaders

• Genetic predisposition toward good leadership abilities• Leadership abilities based on‣ physical traits

‣ personality traits

• Trait theories of leadership discredited by research

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Leadership theories: Behavioral

• Focus on what leaders do• Leadership is a learned behavior and therefore not genetic

• Examples of behavioral theories of leadership

‣ Lewin’s leadership styles

‣ Ohio State & Univ. of Michigan leadership studies

‣ Leadership grid

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Page 11: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Lewin’s studies of leadership style

• Research identified following three basic leadership styles

• Autocratic‣ Centralized authority, prescribed work methods & routines, unilateral

decision-making, limited employee participation

• Democratic

‣ Authority delegated, employee participation in determining work methods & routines, employee participation in decision-making, coaching style when providing feedback to employees

• Laissez-faire

‣ Hands off, employees free to determine work methods & routines

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Lewin: Consequences of leadership style

• Lewin compared leadership styles based on three performance indicators:‣ Quantity of work, quality of work & group satisfaction

• Autocratic leadership style — least effective on all three indicators

• Democratic — Highest quality of work & group satisfaction, tied with laissez-fair on quantity of work

• Laissez-faire — Quality of work & group satisfaction in the middle, tied with democratic on quantity of work

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Page 12: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Ohio State & Univ. of Michigan leadership studies

• Ohio State studies identified two dimensions of leadership

‣ initiating structure — emphasis on defining & structuring management & employee roles in order to accomplish organizational goals

‣ consideration — emphasis on developing mutual trust based on respect for employees’ ideas and satisfaction

• Univ. of Michigan studies also identified two similar leadership dimensions

‣ employee orientation

‣ production orientation

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Leadership theories: Situational & contingency

• Leadership depends on the interaction of several factors:‣ the leader

‣ the follower

‣ the situation

• Example of a situational theory:

‣ Hersey & Blanchard’s tridimensional leader effectiveness model

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Page 13: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Hersey & Blanchard tridimensional leader effectiveness model

• Example of situational theory of leadership

• Four leadership dimensions — the leader chooses which to emphasize based on changes in situation

‣ High relationship / low task

‣ Low relationship / low task

‣ High relationship / high task‣ Low relationship / high task

High

Relationship

Low

Low Task High

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Leadership theories: 4 recent approaches

• Charismatic leadership — personality, character, dynanism• Transactional leadership — bargaining style. rewards / punishments

• Transformational leadership — vision, trust, integrity, lead by example

• Kouzes & Posner’s leadership challenge

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Page 14: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Kouzes & Posner on leadership

• Leadership as the core of effective management: Kouzes & Posner’s “Five Practices of Leadership” and “Ten Commitments of Leadership”

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Kouzes, J. M., & Posner, B. Z. (2007). The leadership challenge (4th ed.). San Francisco: John Wiley & Sons.

Kouzes & Posner (2007, p. 26)

5 Practices of Leadership 10 Commitments of Leadership

1. Model the way • Clarify values by finding your voice & affirming shared ideals • Set the example by aligning actions with shared values

2. Inspire a shared vision• Envision the future by imagining exciting & ennobling possibilities • Enlist others in a common vision by appealing to shared aspirations

3. Challenge the process

• Search for opportunities by seizing the initiative, looking outward for innovative ways to improve

• Experiment & take risks by constantly generating small wins, learning from experience

4. Enable others to act• Foster collaboration by building trust & facilitating relationships • Strengthen others by increasing self-determination & developing

competence

5. Encourage the heart• Recognizing contributions by showing appreciation for individual

excellence • Celebrate values & victories by creating a spirit of community

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Page 15: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Leadership as a relationship

• Kouzes & Posner’s findings can be summarized as follows

‣ To be an effective leader, there is a specific set of leadership skills and abilities that can be learned and developed.

‣ Leadership is a “relationship between those who aspire to lead and those who choose to follow” (2007, p. 24; emphasis added).

• Leadership skills and abilities are not enough by themselves — it’s not just what leaders can do that makes them effective, but who they are.

• Kouzes and Posner therefore investigated what attributes a leader must have to build the kind of relationships that make leaders effective.

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“Credibility is the foundation of leadership.”

• In research conducted over twenty-five years in many highly diverse contexts, Kouzes and Posner found that personal credibility is the essential attribute for effective leadership.

• They defined credibility as composed of four key elements:

‣ Honesty — is truthful, ethical, principled

‣ Forward-looking — can articulate a clear vision of the future, then connect this vision to their constituents’ individual aspirations and hopes

‣ Inspiring — is enthusiastic, energetic, positive; gives meaning to the work people do

‣ Competent — able to get things done, clear track record of success

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Page 16: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Kouzes & Posner’s 2 Laws of Leadership

• Kouzes & Posner summarize their discussion of credibility as the foundation of leadership by stating two “laws” for leadership.

‣ If you don’t believe the messenger, you won’t believe the message.

‣ DWYSYWD: Do What You Say You Will Do

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Management levels

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Page 17: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

CEOPresidentGeneral manager

Sales managerFacility managerDirector of catering

Program supervisorHead lifeguardMaintenance crew chief

3 basic management levels

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Senior management

Middle management

Frontline management

Responsibility & authority

• Responsibility = what a manager is in charge of ‣ the youth athletics program, a rec center, the guest services department

• Authority = the power that comes with where a manager fits on the organization chart (think unity of command and scalar principle)

• Both authority and responsibility change as managers change levels in an organization — both become broader as you go higher in an organization and narrower as you go lower

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Page 18: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Knowledge

Skills

Abilities

Characteristics

Understanding of information required for the job

Physical and/or psychomotor aptitudes required to perform specific job tasks and actions

How well an individual performs specific tasks and behaviors required by the job

How well an individual performs specific tasks and behaviors required by the job Qualities, attributes, and/or traits desirable for the job

Four categories of individual competency — KSAs

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Management functions

• Technical: What a manager does to get things done, to accomplish tasks & complete procedures

• Human relations: Dealing with people in the organization (e.g., employees, other managers) and people outside the organization (e.g., customers, participants, clients, investors)

• Conceptual: Seeing the larger picture, thinking strategically, planning, communicating

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Page 19: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Competencies, functions & management levels

• Each management function — technical, human relations & conceptual — requires a different mix of competencies

• Each management level tends to emphasize a specific management function with its associated mix of competencies

‣ Human relations competencies are important at all management levels

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Management functions & levels

Frontline managers Middle managers Executive managers

Technical

Technical Technical

Human relations

Human relations

Human relationsConceptual

ConceptualConceptual

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Page 20: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Competency-based management

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Knowledge

Skills

Abilities

Characteristics

Understanding of information required for the job

Physical and/or psychomotor aptitudes required to perform specific job tasks and actions

How well an individual performs specific tasks and behaviors required by the job

How well an individual performs specific tasks and behaviors required by the job Qualities, attributes, and/or traits desirable for the job

Four categories of individual competency — KSAs

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Page 21: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Entry-level competencies in leisure services

• Business knowledge

• Communications• Community relations• Interpersonal skills

• Management techniques

• Planning and evaluation

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How competencies are used

• To determine hiring criteria• To establish training and development benchmarks

• To set performance evaluation standards

• To guide career development and advancement

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Page 22: Introducing Management - HemingwayNet · Introducing Management • Definitions ... • Henri Fayol: Management functions & principles ... ‣ Elton Mayo’s Hawthorne project

Becoming a manager means changes

• You’ll need a broader perspective on the organization and your place in it, a change in outlook and perhaps attitude.

• The human element becomes more important:

‣ You’re responsible not just for your own work, but for managing the work of others.

‣ Your success depends on the success of your employees, individually and as a group.

‣ You can’t do it all by yourself, but must rely on others.

• You are responsible for making things happen, for changing goals into actual outcomes as effectively and efficiently as possible.

• You must anticipate what needs to be done, not wait to be told.

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