has 3260 session one dr. burton. you know you work for the government if.... 1. when someone asks...
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HAS 3260HAS 3260
Session OneSession One
Dr. BurtonDr. Burton
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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.
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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.
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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
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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?
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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
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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
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Schermerhorn - Chapter 1 8
Organizations and the New Workplace
• Organizations– combine the talents of
its employees to achieve unique and significant results
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Schermerhorn - Chapter 1 9
Organizations and the New Workplace
• Individuals depend on organizations to provide gainful employment– good organizations make the best employers
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Are people an asset or a liability?
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Schermerhorn - Chapter 1 11
Organizations and the New Workplace
• People– are the the ultimate
foundations of organizational performance
– represent intellectual capital
– indispensable in creating long-term success
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Schermerhorn - Chapter 1 12
Organizations and the New Workplace
• 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
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Schermerhorn - Chapter 1 13
Organizations and the New Workplace
• 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
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Schermerhorn - Chapter 1 14
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
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Schermerhorn - Chapter 1 15
Organizations and the New Workplace
• 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
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Schermerhorn - Chapter 1 16
Organizations and the New Workplace
• 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
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Schermerhorn - Chapter 1 17
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
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Schermerhorn - Chapter 1 18
Managers and the New Workplace
• Essential Human Resources are employees that report to managers– ex. direct reports, team
members, subordinates
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Schermerhorn - Chapter 1 19
Managers and the New Workplace
• 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
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Schermerhorn - Chapter 1 20
Managers and the New Workplace
• 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
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Schermerhorn - Chapter 1 21
Managers and the New Workplace
• 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
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Schermerhorn - Chapter 1 22
Managers and the New Workplace
• 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
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Schermerhorn - Chapter 1 23
Managers and the New Workplace
• 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
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Schermerhorn - Chapter 1 24
Managers and the New Workplace
• Valuing Diversity describes demographic differences among members of the workforce– age
– gender
– race
– national origin
– physical characteristics
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Schermerhorn - Chapter 1 25
Managers and the New Workplace
• 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
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Approaches to Management
• Functions
• Roles
• Skills
• Competencies
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Management Competencies
• Conceptual
• Technical Managerial/Clinical
• Interpersonal/collaborative
• Political
• Commercial
• Governance
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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
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Schermerhorn - Chapter 1 29
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
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DesignerDesigner StrategistStrategist
LeaderLeader
Zuckerman and Dowling Zuckerman and Dowling Trinity of Managerial rolesTrinity of Managerial roles
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Schermerhorn - Chapter 1 31
The Management Process
• Managerial Activities and Roles– Managers work:
• long hours
• at an intense pace
• at fragmented and varied tasks
• largely through interpersonal relationships
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Schermerhorn - Chapter 1 32
The Management Process
• 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
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Schermerhorn - Chapter 1 33
The Management Process • Managerial Agendas and Networks
– Networking• process of building and maintaining positive
relationships with people
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Schermerhorn - Chapter 1 34
The Management Process
• 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
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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
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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
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Schermerhorn - Chapter 1 37
The Management Process
• 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