2. BUSINESS 212 MANAGEMENT OF THE TOTAL ENTERPRISE MBA-ONE COHORT AUGUST 21, 2006 GEORGE L. WHALEY Ph.D. INTRODUCTION OF ORGANIZATION AND MANAGEMENT CONCEPTS

3. AUGUST 21, 2006 AGENDA oGREENSHEET REVIEW oMANAGEMENT CONCEPTS OVERVIEW oMANAGEMENT ROLES EXERCISE oMANAGEMENT STYLES EXERCISE oNEXT WEEK’S ASSIGNMENT

4. BUS 212 GREENSHEET oINSTRUCTOR CONTACT INFORMATION oOFFICE HOURS oCOURSE DESCRIPTION oCOURSE OBJECTIVES oCOURSE METHODOLOGY oEVALUATION CRITERIA oEXAMS oTEXTBOOKS oWEEKLY/SEMESTER ASSIGNMENTS oSTUDENT CONTACT INFORMATION

5. SESSION LEARNING OBJECTIVES AT THE END OF THIS CLASS SESSION, EACH PARTICIPANT WILL BE ABLE TO : 1. UNDERSTAND THE COURSE REQUIREMENTS AND APPROACH 2. DEFINE MANAGEMENT AND THE KEY CONTRIBUTIONS OF MANAGEMENT ACTIVITIES TO ORGANIZATIONAL EFFECTIVENESS 3. ANALYZE THE CONTRIBUTION OF EACH MANAGEMENT PERSPECTIVE TO ORGANIZATIONAL EFFECTIVENESS 4. ANALYZE YOUR INDIVIDUAL MANAGEMENT STYLE AND IMPLICATIONS FOR EFFECTIVENESS IN DIFFERENT SETTINGS 5. IDENTIFY THE TEN BASIC MANAGEMENT ROLES AND IMPLICATIONS FOR ORGANIZATIONAL EFFECTIVENESS 6. LINK MATERIALS IN REQUIRED READINGS TO KEY MANAGEMENT THEORIES, MODELS, CONCEPTS AND APPLICATIONS

6. DEFINITION: ORGANIZATIONAL BEHAVIOR zA field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness zOther Definitions:___________________ _________________________________ _________________________________

7. DEFINITIONS: MANAGEMENT oGETTING WORK DONE THROUGH PEOPLE oCOORDINATION OF THE WORK ACTIVITIES OF TWO OR MORE PEOPLE IN ORDER TO ACHIEVE A COMMON GOAL oOTHER DEFINITIONS: ____________________________________________

8. MANAGEMENT/OB CONTEXT oEXTERNAL FORCES- UNCONTROLLABLE ECONOMIC TECHNOLOGICAL LEGAL AND REGULATORY GLOBAL SOCIETAL VALUES oINTERNAL FORCES- CONTROLLABLE ORGANIZATIONAL (ENTERPRISE) GROUP (DYAD OR GREATER) INDIVIDUAL HINT:THESE FORCES ARE USED IN OUR BUS. 212 CASE ANALYSIS. CAN YOU PROVIDE SOME CURRENT EXAMPLES?

9. INTERNAL LEVELS OF ANALYSIS ORGANIZATION GROUP INDIVIDUAL

10. WHAT IS AN ORGANIZATION? ENTERPRISE LEVEL? GROUP LEVEL? INDIVIDUAL LEVEL?

11. ROOTS OF OB Individual Psychology Social Psychology Groups Sociology Anthropology Political Science Organization Organizational Behavior ECLECTIC VIEW

12. MANAGEMENT FUNCTIONS oPROCESSES oACTIVITIES oPRINCIPLES

13. KEY MANAGEMENT FUNCTIONS oPLANNING oORGANIZING oDIRECTING oSTAFFING oCONTROLLING oDECISION-MAKING

14. PLANNING *Setting objectives *Deciding how to accomplish them LEADING *Creating vision *Inspiring commitment *Directing efforts toward a common purpose CONTROLLING * Monitoring performance * Taking action to ensure desired results ORGANIZING *Dividing up the work *Assigning people to jobs *Allocating resources FOUR FUNCTIONS OF MANAGEMENT

15. MANAGEMENT HISTORY oCLASSICAL oNEO-CLASSICAL oMODERN WHAT IS THE ROLE OF MANAGEMENT HISTORY?

16. SCHOOLS OF MANAGEMENT THOUGHT

17. HISTORICAL EVOLUTION IN MANAGERIAL THOUGHT ASSUMPTIONS OF HUMAN BEHAVIOR MAJOR PROPONENTS: OR THEORISTS MAJOR VARIABLES AND/OR CONCEPTS EXAMPLES OF THEORIES OR MODELS WHICH CONTRIBUTED TO EACH USUAL TOOLS, TECHNIQUES OR PRESCRIPTIONS SUGGESTED TIME PERIOD INVOLED CLASSICAL THEORY 1. THEORY X 2. ECONOMIC MAN/RATIONALE 3.MECHANICAL MODEL 1. TAYLOR 2. FAYOL 3. WEBER 1.STRUCTURE/ EFFIENCY 2.DIVISION OF LABOR 3. SCALAR CHAIN 1. SCIENTIFIC MANAGEMENT 2. ADMINISTRATIVE MANAGEMENT 3. BUREAUCRATIC MODEL 1. PIECE-RATE 2. TIME & MOTION STUDIES 3. IDEAL SPAN OF CONTROL 1885-1930 NEO-CLASSICAL THEORY MODERN THEORY 1. THEORY Y 2.SOCIAL MAN/RATIONALE 3. MANIPULATIVE MODEL 1. MAYO 2. DAVIS 3. DALE 1. STRUCTURE/ SATISFACTION 2.. STAFF 3. GROUP BEHAVIOR 1. INFORMAL GROUP 2. HUMAN RELATIONS 3.DECENTRALIZATION 1. ADD STAFF TO LINE 2. MANIPULATE INFORMAL GROUP 3. PARTICIPATIVE MANGEMENT 1950-1960 1. THEORY Z 2. COMPLEX PERSON 3. ORGANIC MODEL 1. ARGYRIS 2. HERZBERG 3. LIKERT 1. STRUCTURE/ BEHAVIOR 2. ORGANIZATIONAL EFFECTIVENESS 3. MOTIVATION 1. CONTINGENCY 2. SYSTEMS THEORY 3. HUMAN RESOURCES MODEL 1. MANAGEMENT OBJECTIVES 2. PROJECT MANAGEMENT 3. CONFLICT MANAGEMENT 1961-UNTIL

18. EVOLUTION IN MANAGEMENT APPROACHES DISCUSSIONS AVOID RISK FOCUS=NOT FAILING HESTIANCY (CHECKING) INFORMATION ORIENTATION FILE INFORMATION INDIVIDUAL AGENDAS OBSTRUSIVE HIERARCHY CONTROL COMPETITION WITHIN USE KNOWLEDGE DIRECTED INDIVIDUAL VALUES “DO IT TO...” ACCEPT DIFFERENCES DIALOGUE REWARD RISK FOCUS=SUCCEEDING OPENNESS AND TRUST PROCESS ORIENTATION SHARE INFORMATION TEAM AGENDA TRANSPARENT TRANSPARENT HIERARCHY INVOLVEMENT COMPETITION WITHOUT APPLY LEARNING EMPOWERED COMMON VALUES “DO IT WITH...” DIVERSITY VALUE DIVERSITY TRADITIONAL ORGANIZATIONS HIGH PERFORMANCE ORGANIZATIONS

19. Traditional Uses: UNIVERSAL APPROACH Organizational problem or situations determine the one best way of responding High Performance Uses: CONTINGENCY APPROACH Organizational problems or situations must be evaluated in terms of... elements of the situation which then suggest contingent ways of responding COMPARISON OF MANAGEMENT USES

20. TRANSFORMATIONAL MANAGEMENT oLEARNING ORGANIZATION oE-ORGANIZATION oREENGINEERING oCORE COMPETENCIES oTIME-BASED COMPETITION oORGANIZATIONAL ARCHITECTURE

21. Irwin/McGraw-Hill BASIC OB MODEL Independent variables Organizational Level Group Level Individual Level Dependent variables Productivity Absenteeism Turnover Job Satisfaction

22. EFFICIENCY VERSUS EFFECTIVENESS EFFICIENCY IS DOING EVERYTHING RIGHT AUTOMOBILES: AMERICAN AUTOMOBILE MANUFACTURERS PRODUCED A LARGE VOLUME OF GASOLINE FUELED CARS AT A COMPARATIVELY LOW PRICE ELECTRONICS: SELECTED MANUFACTURERS OF COMPUTER EQUIPMENT PRODUCED A HIGH VOLUME AND HIGH QUALITY AT A COMPETITIVE PRICE ADD BIOTECH INDUSTRY EXAMPLE : __________________________________________________ EFFECTIVENESS IS DOING THE RIGHT THING AUTOMOBILES: AMERICAN AUTOMOBILE MANUFACTURERS EFFECTIVE IF THE PRICE OF OIL RESULTS IN A DEMAND FOR SMALLER, HIGHER QUALITY FOREIGN CARS? HYBRID CARS? U.S. CARS? ELECTRONICS: ARE COMPUTER MANUFACTURERS EFFECTIVE IF THE MARKETPLACE NO LONGER DESIRES EQUIPMENT AT CURRENT PRICE/PERFORMANCE RELATIONSHIPS? ADD YOUR SPECIFIC COMPANY/INDUSTRY EXAMPLE:________________ ADD YOUR SPECIFIC COMPANY/INDUSTRY EXAMPLE:________________ ___________________________________________________________ ___________________________________________________________

23. EFFICIENCY METRICS 1. (+/+) OUTPUT INCREASES FASTER THAN INPUT 2. (-/-) INPUT DECREASES MORE THAN OUTPUT 3. (0/-) PRODUCE SAME OUTPUT WITH LESS INPUT 4. (+/0) PRODUCE MORE OUTPUTS WITH SAME INPUTS 5. (+/-) OUTPUT INCREASE AS INPUT DECREASES EFFICIENCY = OUTPUT / INPUT WHAT IS THE DIFFERENCE BETWEEN EFFICIENCY AND EFFECTIVENESS?

24. MANAGERIAL ROLES oDEFINE ROLE oTYPES OF ROLES oROLES RESEARCH

25. ROLES DIFFER BY FUNCTION AND LEVEL Organizational Status 1.Top Level Managers 2.Mid Level 3.Low Level Managers Skill Emphasis z Conceptual z Conceptual: Ability to grasp the big picture and analyze abstract issues z Human z Human: Ability to demonstrate positive interpersonal skills z Technical z Technical: Ability to demonstrate competence and expertise in a particular field

26. MINTZBERG’S MANAGEMENT ROLES oINTERPERSONAL 4FIGUREHEAD 4LEADER 4LIAISON oINFORMATIONAL 4MONITOR 4DISSEMINATOR 4SPOKESPERSON oDECISIONAL 4ENTREPRENEUR 4DISTURBANCE HANDLER 4RESOURCE ALLOCATOR 4NEGOTIATOR

27. MINTZBERG’S MANAGERIAL ROLES Category Role Examples Figurehead InterpersonalFigurehead-Attend Employee Retirement Ceremony Leader Leader-Encourage workers to increase productivity Liaison Liaison -Coordinate activities of two committees Informational Monitor Monitor-Scan Fortune for info about competition Disseminator Disseminator-Send memos outlining new policies Spokesperson Spokesperson-Talk to press about firm’s actions Decision-making Entrepreneur Entrepreneur-Develop ideas for new products and convince others of its merits Disturbance Handler Disturbance Handler-Resolve disputes Resource Allocator Resource Allocator-Allocate budget requests Negotiator Negotiator-Settle new labor contracts

28. In the 10 scenarios, please identify the most important “management role” played EXERCISE ON MANAGEMENT ROLES In the 10 scenarios, please identify the most important “management role” played NAME OF PERSON Scenario #1 : _________________ #2 : ___________________ #3 : ___________________ #4 : ___________________ #5 : ___________________ #6 : ___________________ #7 : ___________________ #8 : ___________________ #9 : ___________________ #10 : __________________ MANAGEMENT ROLE Scenario #1 : __________________ #2 : ___________________ #3 : ___________________ #4 : ___________________ #5 : ___________________ #6 : ___________________ #7 : ___________________ #8 : ___________________ #9 : ___________________ #10 : __________________

29. MANAGEMENT ROLES EXERCISE oWOULD YOUR DISCIPLINE INFLUENCE YOUR RESPONSES? oWOULD YOUR LEVEL IN ORGANIZATION INFLUENCE YOUR RESPONSES? oWOULD YOUR STYLE INFLUENCE YOUR RESPONSES? oWOULD YOUR MANAGER’S STYLE INFLUENCE YOUR RESPONSES? oWOULD THE ORGANIZATIONAL CULTURE INFLUENCE YOUR RESPONSES?

30. TRANSITION IN ROLES ANY DILEMMAS?

31. THEORY X ASSUMPTIONS 1. The average human being has an inherent dislike of work and will avoid it if he can. 2. Because of this human characteristic of dislike for work, most people must be coerced, controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. ASSUMPTIONS ABOUT HUMAN BEHAVIOR

32. THEORY Y ASSUMPTIONS: 1. The expenditure of physical and mental effort in work is as natural as play or rest. 2. External control and the threat of punishment are not the only means of bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which he is committed. 3. Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns under proper conditions not only to accept but also to seek responsibility. 5. The capacity to exercise a high degree of imagination, ingenuity and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.

33. MANAGEMENT STYLE Indicate( number between 10-40 ) on the scale below where you would classify your own basic attitudes as a first line manager toward your subordinates in terms of McGregor's Theory X and Theory Y assumptions. Theory X___________________________Theory Y 10 20 30 40

34. SUPERVISORY STYLE: THE X-Y SCALE Directions: The following are various types of behavior which a supervisor (manager, leader) may engage in relation to subordinates. Read each item carefully and then put a check mark in one of the columns to indicate what you would do. Make a Great Tend to Make a Great IF I WERE A SUPERVISOR :Effort to Tend to Avoid Doing Effort to Do This Do This This Avoid This 1. Closely supervise my subordinates in order to get better work from them. 2. Set the goals and objectives for my subordinates and sell them on the merits of my plans. 3. Set up controls to assure that my subordinates are getting the job done. 4. Encourage my subordinates to set their own goals and objectives. 5. Make sure that my subordinates' work is planned out for them. 6. Check with my subordinates daily to see if they need any help. 7. Step in as soon as reports indicate that the job is slipping. 8. Push my people to meet schedules if necessary. 9. Have frequent meetings to keep in touch with what is going on. 10. Allow subordinates to make important decisions.

35. MANAGEMENT STYLES oPLEASE COMPARE SELF REPORTED STYLE SCORE AND YOUR SCORE ON TEN ITEMS oCOMPUTE THE GAP IN SCORES oWHAT IS YOUR EXPLANATION FOR THIS GAP? oWHAT IS YOUR SCORE ON OTHER ASSESSMENT INSTRUMENTS?

36. REVIEW OF REQUIRED READINGS READING #1READING # 2 READING # 3

37. NEXT WEEK 8/28/2006 oPLEASE BRING A COPY OF YOUR COMPANY VISION/MISSION STATEMENT AND PROJECT STRATEGY OR CREATE IT. oPLEASE BRING A COPY OF YOUR CURRENT JOB DESCRIPTION OR CREATE IT. oCOMPLETE V-C CHART OF YOUR EMPLOYER’S CULTURE oQ & A FROM READINGS AND CLASS DISCUSSION.