HISTORY OF MANAGEMENT THEORY
HISTORY OF MANAGEMENT THEORY. Scientific Management, 1911, Frederick W. Taylor. Managerial Activities & Functions, 1916-1947, Fayol & Weber
Hawthorne Studies. Group pressures can significantly affect individual productivity. 1924-1932
Organizational Behavior, 1960s-Today
ORGANIZATION
A deliberate arrangement
of people brought
together to accomplish
some specific purpose
CHARACTERISTICS
ORGANIZATIONS SHARE
1. GOALS
2. PEOPLE
3. STRUCTURE
WHO ARE MANAGERS? Manager
Someone who directly coordinates and oversees resources and the work of other people so that organizational goals can be accomplished in an efficient manner.
Levels of
Management
•First-line Managers – Individuals who manage the day-to-day work of non-
managerial employees. Supervisors,
coaches, shift manager, team leaders,
unit coordinator.
•Middle Managers – Individuals who manage the work of first-line managers.
Department head, project leader,
district manager, division manager, store
manager.
•Top Managers – Individuals who are responsible for making organization-
wide decisions and establishing plans
and goals that affect the entire
organization. CEOs, VPs, Presidents,
Non-managerial employees work
directly on a job or task and have no
responsibility for overseeing the work
of others. Ex: cashiers, food server.
Dr. Migliano
Dept. Chair
College Dean
Academic VP
EFFECTIVENESS AND EFFICIENCY Management is the process of getting
things done effectively and efficiently,
with and through other people.
WHERE DO MANAGERS WORK?
Organizations – A deliberate arrangement of
people assembled to accomplish some specific
purpose (that individuals independently could
not accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure
WHAT DO MANAGERS DO?
Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
FOUR FUNCTIONS OF MANAGEMENT
When is a time you serve as a manager? How are you as a manager?
What are your areas of strengths? How can you improve?
MANAGEMENT ROLES- MANAGERIAL BEHAVIOR Henry Mintzberg identified 10 different but interrelated roles
managers can play at any time.
• Interpersonal roles (involve people, duties that are ceremonial and
symbolic in nature). Figurehead, Leader, Liaison
• Informational roles ( collecting, receiving and disseminating
information) Monitor, disseminator, spokesperson
• Decisional roles (making decisions or choices) . Entrepreneur, disturbance handler, resource allocator, negotiator.
MINTZBERG’S MANAGERIAL ROLES
MINTZBERG’S MANAGEMENT THEORY
SKILLS NEEDED AT DIFFERENT MANAGERIAL LEVELS
Skills used to think and to conceptualize about abstract and complex situations. Using these skills, managers see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important to top managers.
Job-specific knowledge and techniques needed to proficiently perform work tasks. First-line managers typically manage employees who use tools and techniques to produce the organization’s products or service.
Involve the ability to work well with other people both individually and in a group. Because all managers deal with people, these skills are equally important to all levels of management.
UNIVERSAL NEED FOR MANAGEMENT
The untold story of Larry Page’s Incredible Comeback- business insider
CHANGES FACING MANAGERS
CHALLENGES OF BEING A MANAGER
– Can be a thankless job
– May entail clerical type duties Managers also spend significant amounts of time in meetings and dealing with interruptions
– Managers often have to deal with a variety of personalities and have to make do with limited resources
REWARDS OF BEING A MANAGER
– Responsible for creating a productive work environment
– Recognition and status in your organization and in the community
– Attractive compensation in the form of salaries, bonuses, and stock options
REWARDS AND CHALLENGES OF BEING A MANAGER
ETHICAL MANAGEMENT
Exercise:
Derek Jeter scenario
RIGHT OR WRONG?
Managers at all levels have to deal with ethical dilemmas and those ethical dilemmas are found in all kinds of circumstances. For
instance, New York Yankees shortstop Derek Jeter, who is
regarded as an upstanding and outstanding player in Major
League Baseball, admitted that in a September 2010 game
against the Tampa Bay Devil Rays he faked being hit by a pitch in
order to get on base. According to game rules, a hit batter
automatically moves to first base. In this case, the ball actually hit
the knob of Jeter’s bat, but he acted as if the pitch had actually struck him. Jeter later scored a run, although the Yankees
ultimately lost the game. Such ethical dilemmas are part and
parcel of being a manager although they’re not easy, you’ll learn
how to recognize such dilemmas and appropriate ways of responding.
Source: Robbins, Decenzo, Coulter. Fundamentals of Management: Essential Concepts & Applications, 8th Edition
THINK ABOUT IT:
1. What do you think? Were Jeter’s actions acceptable? Were they ethical?
2. Does the fact that theatrics are part of all sports competitions make it acceptable?
3. Was it the umpire’s “fault” for missing the call?
4. Did the team manager have any responsibility to respond to Jeter’s action?
5. What if the Yankees had actually won the game by one run? Would that make a difference in how you feel about this?
