Module B. Organization

behavior. A global view.

José Onofre Montesa AndrésUniversidad Politécnica de

ValenciaEscuela Superior de Informática

Aplicada2003-2004

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Introduction• In this Module we are going to review

the management concepts, and we will focus in concepts as directing, influence or leadership.

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• ¿What is direction?• Management functions.• Management levels.• Director Abilities.• Manager functions.• Management Objectives.• Management sciences base.• A systemic view.

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¿What is direction?• Individuals who achieve goals

through other people.• Management activities conduced to

energize, motivate and guide staff to achieve organization goals.

• Behavior Sciences are necessary in this field

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Management objectives.• Clarify the objectives.

– Usually identify…• Organizes team objectives

in order to obtain the enterprise ones.

• Easy the tasks work giving the necessary support.– Participate in decisions and

respond of them.

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Manager effort

Manager responsibility

Management responsibility

• Responsible for team achievement and failure

• Team effectiveness: – Achieve Objectives

• Team Efficiency:– Use the minimum

quantity of resources to achieve the objective.

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IDEAS

THINGSPEOPLE

PLAN

ORGANIZE

STAFF, DIRECT, CONTROL

Management process

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The functions of Managers.• Planning

– Selecting missions and objectives, and the actions to achieve them.

• Organizing– Involves establishing an intentional

structures for people to fill in an organization

• leading– Influencing people so that they will

contribute to organization and group goals.

• Controlling– Measuring and correcting of the

activities of subordinates to ensure that events conform to plans.

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Management at different organizational levels.

Plan

ning

Orga

nizin

g Lead

ing Co

ntro

lling

Percent effort

Top level Manager

s

First level supervisors

Middle level

managers

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Managerial skills and the organizational hierarchy.

Technical skills

Human skills

Conceptual and

design skills

Top level Manager

s

First level supervisors

Middle level

managers

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Technical skills• The ability to apply specialized knowledge

or expertise in:– Methods,– processes y– Procedures.

• Example:– Software project manager:

• Take decisions about tools,• Understands the generated problems by this tool.• Teach workers how to use this tools.

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Human skills• The ability to work with, understand, and

motivate other people, both individually and in groups

• Cooperative effort.• Create and manage teamwork.• Creation of an environment in which

people feel secure and free to express ideas their opinions.

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Conceptual skills• The mental ability to analyze and

diagnose complex situations.• See the “big picture”.• Recognize significant elements in a

situation,• Understand the relation among the

elements.

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Design skills• The capacity to solve problems

beneficing the enterprise• Generate practical solutions to

problems.• This is an important ability because

seen problems is not enough manager must solve problems.

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Operative vs. directing work• Directive work consists

in organize and impulse other people to work.

• Operative work consists on applying intellectual and physical capacities in an individual or collective manner as a part of a process.

Trabajo Operativo

Trabajo DirectivoAlta

Dirección

Directores de primer

nivel

Dirección media

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Management Roles• Mintzberg concludes that managers

perform then different highly interrelated roles. This roles can be grouped in:– Interpersonal roles– Informational roles– Decisional roles

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Interpersonal roles:• Figurehead: Ceremonial and

symbolic. The enterprise face.• Leadership: Shows the way to follow.

Includes hiring, training, motivating and disciplining employees.

• Liaison: contacting outsiders who provide the manager with information.

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Informational roles:• Monitor: receive and collect

information from outside their own.

• Disseminator: transmit information to organizational members.

• Spokesperson: transmit information to outsiders (plans, policies, actions and results).

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Decisional roles: • Entrepreneur: initiate and oversee new

projects that will improve the organization’s performance.

• Disturbance handler: responsible for corrective action when organization faces unexpected disturbances.

• Resource allocator: responsible for allocating human, monetary, etc…

• Negotiator.

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Systemic view.

Transformation

Process

Inputs Output

Environment

Management

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Management visibility

Organizational Behavior

Structure, Environment, Management functions...

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Contributing disciplines to management

• Engineering (efficiency)• Economy (Resources)• Accounting (Records, Auditoria)• Law (Justice, Legality)• Statistics (deal with uncertainty)• Mathematics (models)• Psychology (Needs, emotions…)• Sociology (groups)• Anthropology (history,environment)• Communication (nets…)

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Principles of management– Objectives Harmonization (people-

organization)– Motivation (recompenses system)– Leadership (efficacy)– Communication (clear message)– Communication integrity (oral, written

and non verbal messages consistency)– Use of the informal organization (quick

communication)

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Bibliography:• Weihrich, H. “Management: Science,

Theory, and Practice” en Software Engineering Project Management, 2ed. IEEE, 1997.

• Mackenzie, R.A., “The Management Process in 3-D” en Software Engineering Project Management, 2ed. IEEE, 1997.