ba115 carpenter ppt chapter 1
TRANSCRIPT
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Mason Carpenter, Talya Bauer, and Berrin Erdogan
Principles of Management
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Learn who managers are and about the nature of their work
Know why you should care about leadership, entrepreneurship, and strategy
Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework
Learn how economic performance feeds social and environmental performance
Understand what performance means at the individual and group levels
2
Chapter 1 Introduction
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What is management?
“the art of getting things done through the efforts of
other people.”
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Who are managers?
“Managers plan, organize, and control the operations of
the organization.”
© 2010 Jupiterimages Corporation
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Achieving the organization’s purpose
Planning Organizing
Leading Controlling
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Changing Roles of Managers
Traditional Employment Contract
Top managers ensure company’s competitiveness and employees’
security
Employees implement top management strategy with
loyalty and obedience
New Employment Contract
Empowered employees are responsible for company’s competitiveness and their
own development
Top managers support personal
development, initiatives and
ensure employability
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Comparing Line and Staff Managers
A line manager leads a function that contributes directly to the products or
services the organization creates A staff manager
leads a function that creates indirect
inputs
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Management – What’s in a title?
A project managerhas the responsibility for the planning, execution, and closing of a specific project
Project managers are found in construction, architecture, consulting, computer networking, telecommunications, or software development
A general manageris someone who is responsible for managing a clearly identifiable revenue-producing unit, like a store, business unit, or product line
General managers are found in retail, professional sports, and the hospitality industry
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Ten Managerial Roles
Interpersonal•Figurehead•Leader•Liaison
Informational•Monitor•Disseminator•Spokesperson
Decisional•Entrepreneur•Disturbance Handler•Resource Allocator•Negotiator
ProvideInformation
ProcessInformation
UseInformation
Feedback
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Discussion• Why do organizations need managers?• What are some different types of managers and
how do they differ?• What are Mintzberg’s 10 managerial roles ?• What three areas does Mintzberg use to
organize the 10 roles?• What four general managerial functions do
principles of management include?
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Leadership
StrategyEntrepreneurship
Academic fields relevant to management
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Effective management requires effective leaders
Effective leadership integrates the social and informal sources of influence that are used to inspire action taken by others
Great leaders help build an organization’s human capital, then motivate individuals to take concerted action
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Entrepreneurs must be effective leaders
Entrepreneurship is defined as the recognition of opportunities (needs,
wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for
new, thoughtfully planned ventures
Entrepreneurs are leaders who convert ideas into action
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Synchronizing Leadership, Entrepreneurship and Strategy
Leadership
StrategyEntrepreneurship
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Discussion
• How do you define leadership and who would you identify as a great leader?
• What is entrepreneurship?• What is strategy?• What roles do leadership, entrepreneurship,
and strategy play in good principles of management?
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Functions of Management
Planning Organizing
Leading Controlling
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Planning
Strategic Planning• Up to three year
time frame• Conducted by top
management
Tactical Planning• One to three year
time frame • Conducted by
mid-management
Operational Planning• Short time
horizon – one week to one year
• Conducted by direct supervisors who are members of management
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Organizing
Developing an organizational structure and allocating
human resources to ensure the accomplishment of
objectives
Decisions made about the structure of an organization are generally referred to as
organizational design decisions
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Leading
Motivating Subordinates
Communicating Effectively
Using Power Effectively
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ControllingStep 1
• Establish Performance Standards
Step 2• Compare Performance Against
Standards
Step 3• Take Corrective Action When
Necessary
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The P-O-L-C Framework
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Discussion• What are the management functions that
comprise the P-O-L-C framework?• Are there any criticisms of this framework?• What function does planning serve?• What function does organizing serve?• What function does leading serve?• What function does controlling serve?
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Organizational Performance
Economic
Social Environmental
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The Importance of Economic Performance
Economic performance is very important to a firm’s stakeholders, particularly its investors or owners, because this performance eventually provides them with a return on their
investment
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The Triple Bottom Line
Economic
• Revenue• Accounting
Profit• Supply and
Demand
Social
• Humanitarian• Responsibility • Accountability
Environmental
• Reuse/Recycle• Sustainability• Going Green
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Corporate Social Responsibility
Organizations can consider the interests of society and take responsibility for the impact of their activities on customers, suppliers, employees, shareholders, communities, and the environment in all aspects of their operations. END does this.
Used with permission of Environmentally Neutral Design (END)
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Criticism of CSRDetracts from the fundamental economic role of business
Just superficial window-dressing
Pre-empts the role of governments as the watchdog over powerful multinational corporations
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Discussion • Why is financial performance important for
organizations?• What are some examples of financial
performance metrics?• What dimensions of performance beyond
financial are included in the triple bottom line?• How does corporate social responsibility (CSR)
relate to the triple bottom line?• How are financial performance and CSR related?
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Individual-Level Performance
In-Role Performance
• Individuals are recruited, selected, and hired to take responsibility for fulfilling the job description
Extra-Role Performance
• Additional “extras” that add value but which aren't part of the formal job description
• Organizational Citizenship Behaviors (OCBs)
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Organizational Citizenship Behaviors Helping Behavior
Altruism Interpersonal Helping Courtesy
Peacemaking Cheerleading
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Organizational Citizenship Behaviors
Sportsmanship
Organizational Compliance
Individual Initiative
Organizational Loyalty
Civic Virtue
Self Development
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Group-Level Performance
Focuses on both the outcomes and process
of collections of individuals or groups
Individuals can work on their own agendas
in the context of a group
© 2010 Jupiterimages Corporation
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Discussion• What is in-role performance?• What is extra-role performance?• What is the relationship between extra-role
performance and organizational citizenship behaviors?
• What differentiates a team from a group?• When might it be important to understand the
implications of individual performance for group performance?
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What is your learning style?
1) How do you prefer to process information: actively—through engagement in physical activity or discussion, or reflectively— through introspection?
2) What type of information do you preferentially perceive: sensory (external)—sights, sounds, physical sensations, or intuitive (internal)—possibilities, insights, hunches?
3) Through which sensory channel is external information most effectively perceived: visual—pictures, diagrams, graphs, demonstrations, or verbal—words, sounds?
4) How do you progress toward understanding: sequentially—in continual steps, or globally—in large jumps, holistically?
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Visual & Verbal Sensing & Intuitive
Active & Reflective
Sequential & Global
Learning Styles
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Gauge Discover Reflect
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S.M.A.R.T. GoalsSpecific
Measureable
AttainableRealistic
Timely
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Discussion• What is your learning style?• How does your style compare with your prior
intuition?• What target learning issue could you use to
experiment with the gauge-discover-reflect framework?
• What does the acronym S.M.A.R.T. refer to, in the context of goal setting?
• What S.M.A.R.T. goals could you apply to your target learning issue?