2. 1. Who are managers?
2. What do managers do?
3. What is management?
4. What is an organization?
5. Why study management?
6. How did management developed?
1–2
5. Manager
Someone who coordinates and oversees
the work of other people so that
organizational goals can be
accomplished.
1–5
6. Top Managers
Make organization-wide decisions
Establish plans and goals that
affect the entire organization.
Middle Managers
Manage the work of first-line
managers.
First-line Managers
Manage the work of non-
managerial employees.
Deals with day-to-day issues
1–6
7. Management involves coordinating
and overseeing the work activities
of others so that their activities
are completed efficiently and
effectively.
1–7
8. Efficiency
“Doing things right”
▪ Getting the most
output for the least
inputs
Effectiveness
“Doing the right
things”
▪ Attaining
organizational goals
1–8
15. Roles are specific actions or behaviors
expected of a manager.
10 Management Roles (Mintzberg)
Interpersonal Decisional
Figurehead Entrepreneur
Leader Disturbance handler
Liaison Resource allocator
Informational Negotiator
Monitor
Disseminator
Spokesperson
1–15
16. Interaction
with others
with the organization
with the external context of the
organization
Reflection
thoughtful thinking
Action
practical doing
17. Technical skills
Knowledge and proficiency in a specific
field
Human skills
The ability to work well with other people
Conceptual skills
The ability to think and conceptualize
about abstract and complex situations
concerning the organization
1–17
20. An Organization
A deliberate arrangement of people to
accomplish some specific purpose (that
individuals independently could not
accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Composed of people
Have a deliberate structure
1–20
21. The Value of Studying Management
The universality of management
▪ Good management is needed in all
organizations.
The reality of work
▪ Employees either manage or are managed.
1–21
24. Ancient Management
Egypt (pyramids) and China (Great Wall)
Venetians (floating warship assembly lines)
Adam Smith
Published The Wealth of Nations in 1776
▪ Advocated the division of labor (job
specialization) to increase the productivity of
workers
Industrial Revolution
Substituted machine power for human labor
Created large organizations in need of management
1–24
25. Fredrick Winslow Taylor
The “father” of scientific management
Published Principles of Scientific Management (1911)
The theory of scientific management
Putting the right person on the job with the
correct tools and equipment.
Having a standardized method of doing the job.
Providing an economic incentive to the worker.
Using scientific methods to define the “one best
way” for a job to be done
1–25
26. 1. Develop a science for each element of an individual’s
work, which will replace the old rule-of-thumb
method.
2. Scientifically select and then train, teach, and develop
the worker.
3. Heartily cooperate with the workers so as to ensure
that all work is done in accordance with the principles
of the science that has been developed.
4. Divide work and responsibility almost equally between
management and workers. Management takes over all
work for which it is better fitted than the workers.
1–26
27. Frank and Lillian Gilbreth
Focused on increasing worker productivity through
the reduction of wasted motion
Developed the microchronometer to time worker
motions and optimize work performance
How Do Today’s Managers Use Scientific
Management?
Use time and motion studies to increase productivity
Hire the best qualified employees
Design incentive systems based on output
1–27
28. Henri Fayol
Believed that the practice of
management was distinct from other
organizational functions
Developed principles of management
that applied to all organizational
situations
1–28
29. 1. Division of work 7. Remuneration
2. Authority 8. Centralization
3. Discipline 9. Scalar chain
4. Unity of command 10. Order
5. Unity of direction 11. Equity
6. Subordination of 12. Stability of tenure
individual interests of personnel
to the general 13. Initiative
interest
14. Esprit de corps
30. Max Weber
Theory of authority structures and relations
“Ideal” bureaucracy emphasizing on
rationality, predictability, impersonality,
technical competence, and authoritarianism
30
31. Evolved from mathematical and
statistical methods developed to solve
WWII military logistics and quality
control problems
Focuses on improving managerial
decision making by applying:
Statistics, optimization models,
information models, and computer
simulations
2-31
32. • Intense focus on the customer
• Concern for continual improvement
• Process-focused
• Improvement in the quality of
everything
• Accurate measurement
• Empowerment of employees
1–32
33. Organizational Behavior (OB)
The study of the actions of people at work;
people are the most important asset of an
organization
Early OB Advocates
Robert Owen
Hugo Munsterberg
Mary Parker Follett
Chester Barnard
2–33
35. A series of productivity experiments conducted
at Western Electric from 1927 to 1932.
Experimental findings
Productivity unexpectedly increased under imposed
adverse working conditions.
The effect of incentive plans was less than
expected.
Research conclusion
Social norms, group standards and attitudes strongly
influence individual output and work behavior
Monetary rewards may not be as important as
thought
2-35
36. System Defined
A set of interrelated and interdependent parts
arranged in a manner that produces a unified
whole.
36
37. Basic Types of Systems
Closed systems
▪ Are not influenced by and do not interact
with their environment (all system input
and output is internal).
Open systems
▪ Dynamically interact to their
environments by taking in inputs and
transforming them into outputs that are
distributed into their environments.
1–37
38. Coordination of the organization’s
parts is essential for proper
functioning of the entire organization.
Decisions and actions taken in one area
of the organization will have an effect
in other areas of the organization.
Organizations are not self-contained
and, therefore, must adapt to changes
in their external environment.
1–38
39. There is no one universally applicable set
of management principles (rules) by which
to manage organizations.
Why not?
Organizations are all different (different
people, expertise, resources etc.)
Thus managers must consider
CONTINGENCY factors
2-39
40. Organization size: As size increases, so do the problems of
coordination.
Routineness of task technology: Routine technologies
require organizational structures, leadership styles, and control
systems that differ from those required by customized or non-
routine technologies.
Environmental uncertainty: What works best in a stable and
predictable environment may be totally inappropriate in a rapidly
changing and unpredictable environment.
Individual differences: Individuals differ in terms of their
desire for growth, autonomy, tolerance of ambiguity, and
expectations.
2-40