managing - bangladesh university of engineering and …teacher.buet.ac.bd/aamamun/managers and...
TRANSCRIPT
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1Chapter
ManagingandManagers
Learning Outcomes
• Define management
• Tell who managers are and where they work
• Describe what managers do
• Explain why it’s important to study management
• Describe the factors that are reshaping and redefining management
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Who Are Managers?Where Do They Work?
• Organization
– A deliberate arrangement of people brought together to accomplish a specific purpose.
• Common Characteristics of Organizations
– Distinct purpose
– People working together
– A deliberate systematic structure
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How Are Managers Different from Nonmanagerial Employees?
• Nonmanagerial Employees
– People who work directly on a job or task and have no responsibility for overseeing the work of others.
– Examples:associates, team members
• Managers
– Individuals in organizations who direct the activities of others.
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What Titles Do Managers Have?
• Top Managers – Responsible for making decisions about the direction
of the organization.– Examples; President, Chief Executive Officer, Vice-
President
• Middle Managers – Manage the activities of other managers. – Examples; District Manager, Division Manager
• First-line Managers – Responsible for directing nonmanagerial employees– Examples; Supervisor, Team Leader
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What Is Management?
• Management
– The process of getting things done effectively and efficiently, with and through people
• Effectiveness
– “Doing the right things”, doing those tasks that help an organization reach its goals
• Efficiency
– Concerned with the means, efficient use of resources like people, money, and equipment
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What Do Managers Do?
In the functions approach proposed by French industrialist Henri Fayol, all managers perform certain activities or functions
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Four Management Functions
• Planning– Defining the organizational purpose and ways to
achieve it
• Organizing – Arranging and structuring work, authorities and
resources to accomplish organizational goals
• Leading– Directing and motivating the work activities of others
• Controlling – The process of insuring that actual activities conform
to planned activities
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What Roles Do Managers Play?
Henry Mintzberg observed that a manager’s job can be described by ten roles performed by managers in three general categories
• Interpersonal Roles – Figurehead, Leader, and Liaison
• Informational Roles – Monitor, Disseminator and Spokesperson
• Decisional roles – Entrepreneur, Disturbance Handler, Resource
Allocator and Negotiator
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What Skills Do Managers Need?
Robert Katz and others describe three critical skills in managing
• Conceptual Skills – The ability to coordinate and integrate all of an
organization’s interests and activities
• Interpersonal Skills – The ability to communicate, motivate, mentor and
delegate
• Technical Skills– The ability to use the procedures, techniques and
knowledge of a specified field
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Why Study Management?
• All of us have a vested interest in improving the way organizations are managed
• Organizations that are well managed find ways to prosper even in challenging economic times
• After graduation most students become managers or are managed
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What Factors Are Reshaping and Redefining Management?
Welcome to the new world of management! Today managers must deal with
– Changing workplaces
– Ethical and trust issues
– Global economic uncertainties
– Changing technologies
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Why Are Customers Important to the Manager’s Job?
• Without customers most organizations would cease to exist
• Today we’re discovering that employee attitudes and behaviors play a big part in customer satisfaction
• Managers must create a customer responsive where employees are friendly, knowledgeable, responsive g to customer needs
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Why Is Innovation Important to the Manager’s Job?
• “Nothing is more risky than not innovating”
• Innovation isn’t just important for high technology companies but essential in all types of organizations
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A Brief History ofManagement’s Roots
History Module
Early Management
• Management has been practiced a long time.
• Organized endeavors directed by people responsible for planning, organizing, leading and controlling have existed for thousands of years
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Scientific Management School(1890-1940)
• Frederick W. Taylor– Described scientific management
as a method of scientifically finding the “one best way to do a job”
– Scientific selection of worker.
– scientific education and development.
– Intimate and friendly cooperation between management and labor.
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• Key feature– Management and labor has a
common interest in increasing productivity
– He broke each job down into its component and designed the quickest and best method of performing each component
– Pay more productive workers at a higher rate than others
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Scientific Management School(1890-1940)
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• Advantages– Production ‘miracle’
– Its efficiency technique have been alsoapplied to many non-industrialorganization. Ex: Fast food service, surgeons
• Limitations– Working harder and faster would exhaust
whatever work available.
– Pressure on employee to work faster
– Some managers exploit workers
– More worker joined unions and mistrustand suspicion is reinforced.
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Scientific Management School(1890-1940)
• Henry L. Gantt
– Introduced a second motivation, an incentives to supervisor
– Work progresses should rated and recorded publicly. (lead to creation of “Gantt chart”)
• The Gilbreths (Frank & Lillian)
– Used motion picture camera to find most economical motion for each task to upgrade performance and reduce fatigue
– Aim was to help workers to reach their full potential as human beings.
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Scientific Management School(1890-1940)
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Classical Organization Theory Approaches(1940-1990)
– Find Guidelines for managing complex organization
– Henri Fayol identified 14 management principles
– Fayol first tells ‘management is a skill like any other’
– Taylor was interested in organization functions. Fayol was interested on the total organization and focused on management.
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Fayol’s 14 Principles
– Division of labor
– Authority
– Discipline
– Unity of command
– Unity of direction
– Subordination of individual interest to the common good
– Remuneration
– Proper Centralization
– The Hierarchy
– Order(material and people)
– Equity or Fairness
– Stability of staff
– Initiatives
– Promoting team spirit
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Classical Organization Theory Approaches(1940-1990)
– ‘Bureaucratic management’ proposed by German sociologist Max Weber
– Stressed for a strictly defined hierarchies governed by clearly defined regulations and line of authority
– Performance evaluations should merit basis
– General Electric, Xerox , Ford etc.
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Behavioral Approaches(1920-1990)
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• Maslaw’s Need Theory
– Needs that people are motivated to satisfy fall into a hierarchy.
– Lower level need must be satisfied before higher level need is met.
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Behavioral Approaches(1920-1990)
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• McGregor’s Theory
– Distinguished two basic assumption about people and their approach to work.
– Theory X Manager assumed that people must constantly be motivated to do their work, they dislike work, they must be motivated by force, money or praise.
– Theory Y managers assume that, people are eagerly approach their work and opportunity to develop their creative capacity.
The Hawthorne Studies
• Conducted at the Western Electric Company Works these studies:
– Provided new insights into individual and group behavior in the behavior of people at work.
– Employees work harder if they believe management is concerned about their welfare
– Informal work groups- the social environment- has a positive influence on productivity
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Management Science School
• Quantitative Approach
– Used quantitative techniques to improve decision making
– Evolved from mathematical and statistical solutions developed for military problems during World War II
– W. Edwards Deming and Joseph M. Duran ‘s ideas became the basis for total quality management (TQM)
The Contingency Approaches
• A recent approach seeks to integrate the various schools of management thought by focusing on the interdependence of the many factors involved in the managerial situation.
– Fred Feildler first popularized the contingency approach(or situational approach) which says that organizations,employees, and situations are different and requiredifferent ways of managing
– Manager’s task is to identify which technique will in aparticular situation, under particular substances and at aparticular time will contribute to the attainment of
organization goals.
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That’s all about today
Download the course material from
http://teacher.buet.ac.bd/aamamun/academic.html
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall.
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