Lecture1: Managing Today

Managers

Direct and oversee the activities of others

May have work duties not related to overseeing others

Nonmanagerial Employees

Work directly on tasks

Not responsible for overseeing others’ work

Organization

A deliberate collection of people brought together to accomplish some specific purpose

Common Characteristics of Organizations

Goals

People

Structure

Four levels of management

Top Managers

Middle Managers

First-line Managers

Team Leaders

Top Managers

Make decisions about the direction of an organization.

Middle Managers

Manage other managers.

First-line Managers

Direct non-managerial employees.

Team Leaders

Manage activities of a work team.

management

The process of getting things done effectively and efficiently, with and through people.

Effectiveness

Doing the right things.

Efficiency

Doing things right.

History of Management

Early Management 3000 BCE-1776

Classical Approaches 1911-1947

Behavioral Approach Late 1700s-1950s

Quantitative Approach 1940s-1950s

Contemporary Approaches 1960s-present

Early Management 3000 BCE-1776

Organized projects were directed by people responsible for planning, organizing, leading, and controlling.

Classical Approaches 1911-1947

Scientific Management

General Administrative Theory

Scientific Management

Frederick W. Taylor: “One best way to do a job”

General Administrative Theory

- Henri Fayol: 14 principles of management

- Max Weber: bureaucracy

Behavioral Approach Late 1700s-1950s

Early Behaviorists

Human Relations Movement

Behavior Science Approach

Quantitative Approach 1940s-1950s

The use of quantitative techniques to improve decision making— evolved from mathematical and statistical solutions developed for military problems during World War II.

Total Quality Management 1950s

A managerial philosophy devoted to continual improvement and responding to customer needs and expectations.

Contemporary Approaches 1960s-present

Systems Approach

Contingency Approach (or) Situational approach

Systems Approach

Views systems as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Contingency Approach (or) Situational approach

Organizations, employees, and situations are different and require different ways of managing.

Four functions of management

Planning, Organizing, Leading, Controlling.

Planning

Defining goals, establishing strategy, and developing plans to coordinate activities.

Organizing

Determining what needs to be done, how it will be done, and who is to do it.

Leading

Directing and coordinating the work activities of an organization’s people.

Controlling

Monitoring activities to ensure that they are accomplished as planned.

Skills and Competencies

Political Skills

Technical Skills

Conceptual Skills

Interpersonal Skills

Factors Reshaping Management

Customers

Innovation

Social Media

Sustainability

Critical Employability Skills for Getting a Job

Critical thinking

Communication

Collaboration

Knowledge application and analysis

Social responsibility