1. Unit 1: Management, Managers and evolution of Management theory

11. Controlling Process Set standards to achieve goals Compare actual performance to standards Make changes to return performance to standards

13. Kinds of Managers

19. Interpersonal Role Monitor: Managers scan their environment for information Disseminator: Managers share information with others in their company Spokesperson: Managers share information with others outside their departments or companies

20. Informational Role Figurehead: Managers perform ceremonial duties Leader: Managers motivate and encourage workers to accomplish objectives Liaison: Managers deal with people outside their units

21. Decisional Role Entrepreneur: Managers adapt to incremental change Disturbance Managers respond to problems that Handler: demand immediate action Resource Allocator: Managers decide who gets what resources Negotiator: Managers negotiate schedules, projects, goals, outcomes, resources, and raises

22. What Companies Look for in Managers Conceptual Skills Motivation to Manage Technical Skills Human Skills

23. What Companies Look for in Managers Skills are more or less important at different levels of management:

24. Mistakes Managers Make Adapted from Exhibit 1.6 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983 1. Insensitive to others 2. Cold, aloof, arrogant 3. Betrayal of trust 4. Overly ambitious 5. Specific performance problems with the business 6. Overmanaging: unable to delegate or build a team 7. Unable to staff effectively 8. Unable to think strategically 9. Unable to adapt to boss with different style 10. Overdependent on advocate or mentor

28. Management Ideas and Practice Throughout History 5000 BC 4000-2000 BC 1800 BC 600 BC 500 BC 400 BC 400 BC 175 284 900 1100 1418 1436 1500 1525 Sumerians Egyptians Hammurabi Nebuchadnezzar Sun Tzu Xenophon Cyrus Cato Diocletian Alfarabi Ghazali Barbarigo Venetians Sir Thomas More Machiavelli Record keeping Plan, organize, control. Written requests. Controls and written documentation Wage incentives, production control Strategy Management as a separate art Human relations and motion study Job descriptions Delegation of authority Listed leadership traits Listed managerial traits Different organizational forms/structures Numbering, standardization, interchangeability Critical of poor management and leadership Cohesiveness, power, and leadership

29. Why we need managers today? Work in families Skilled labourers Small, self-organised groups Unique, small batches of production Then Work in factories Specialised, unskilled labourers Large factories Large standardised mass production Now

31. Frederick W. Taylor Frederick Taylor is known today as the "father of scientific management." One of his many contributions to modern management is the common practice of giving employees rest breaks throughout the day. Frederick W. Taylor, 1856-1915

32. Taylor’s Four Management Principles Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method. Scientifically select and then train, teach, and develop the workman. Cooperate with the men to insure all work is done in accordance with the principles of the science. There is almost equal division of the work and the responsibility between management and workmen.

33. Frank & Lillian Gilbreth Frank and Lillian Gilbreth were prolific researchers and often used their family as guinea pigs. Their work is the subject of Cheaper by the Dozen, written by their son and daughter. Time Study: Timing how long it takes good workers to complete each part of their jobs. Motion Study: Breaking each task into its separate motions and then eliminating those that are unnecessary or repetitive.

34. Henry Gantt

35. Bureaucratic Management Max Weber, 1864-1920 The exercise of control on the basis of knowledge, expertise, or experience, with the following aims: 1. Qualification-based hiring 2. Merit-based promotion 3. Chain of command 4. Division of labor 5. Impartial application of rules and procedures 6. Recorded in writing 7. Managers separate from owners

36. Administrative Management: Henri Fayol 1. Division of work 2. Authority and responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interests 7. Remuneration 8. Centralisation 9. Scalar chain 10. Order 11. Equity 12. Stability of tenure of personnel 13. Initiative 14. Esprit de corps

37. Human Relations Management Efficiency alone is not enough to produce organisational success. Success also depends on treating workers well.

38. Mary Parker Follett Mary Parker Follett, 1868-1933 Mary Parker Follett is known today as the “mother of scientific management." Her many contributions to modern management include the ideas of negotiation, conflict resolution, and power sharing.

39. Constructive Conflict and Coordination: Mary Parker Follett Dealing with Conflict Compromise Domination Integration

43. Operations, Information, Systems, and Contingency Management Information Management Operations Management Contingency Management Systems Management

45. Whitney, Monge, and Olds Eli Whitney, 1765-1825 Gaspard Monge, 1746-1818 Ransom Olds, 1864-1950

46. Information Management Milestones in information management: 1400s Horses in Italy 1500-1700 Creation of paper and the printing press 1850 Manual typewriter 1860s Vertical file cabinets and the telegraph 1879 Cash registers 1880s Telephone 1890s Time clocks 1980s Personal computer 1990s Internet

47. Systems Management