MANAGEMEN T AND MANAGER

TOPIC 1

McGraw-Hill/Irwin

Copyright 2011 by the McGraw-Hill

CONTENTS
1.1 . The management process today
1.1.1. What is management? 1.1.2. Efficiency and Effectiveness 1.1.3. Why study management? 1.1.4. Essential Managerial Tasks: 1.1.5. Levels and Skills of Managers: 1.1.6. Recent Changes in Management Practices 1.1.7. Challenges for
APPENDIX CHAPTER 1: HISTORY OF MANAGEMENT THOUGHT

1.2. Managers
1.2.1. Enduring Characteristics: Personality Traits 1.2.2. Values, Attitudes, and Moods and Emotions 1.2.3. Organizational Culture

Learning Objective
What management is Four essential managerial tasks How managers' ability affects organizational performance. Task and responsibilities of three levels of management Three kinds of managerial skill Some major changes in management practices today History of management thought

Learning Objective
The various personality traits How values, attitudes, mood and emotions impact on managerial action. How organizational culture influence organization.

MANAGEMEN T PROCESS TODAY

McGraw-Hill/Irwin

Copyright 2011 by the McGraw-Hill

Some Basic Definitions

Management is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently An Organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals Managers are the people responsible for supervising the use of an organizations resources to meet its goals

Resources include people, skills, know-how, machinery, raw materials, computers and IT, and financial capital.

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Achieving High Performance

Organizational Performance

A measure of how efficiently and effectively managers use organizational resources to satisfy customers and achieve goals

Efficiency

Effectiveness

A measure of how well or productively resources are used to achieve a goal

A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.
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Efficiency, Effectiveness, and Performance in an Organization

Figure 1.1

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Why study management?

The more effective and efficient use an organization can make of resources, the greater the relative well-being of people Almost all of us encounter managers because most people have jobs and bosses Understanding management is one important path toward obtaining a satisfying career

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Four Tasks of Management

Figure 1.2

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Planning

Planning

Process of identifying and selecting appropriate goals and courses of action

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Organizing

Organizing

structuring working relationships so organizational members interact and cooperate to achieve organizational goals.

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Leading

Leading

Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in attaining organizational goals

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Controlling

Controlling

Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance

The outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness

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Levels of Managers

Figure 1.3

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Relative Amount of Time That Managers Spend on the Four Managerial Tasks

Figure 1.4

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Managerial Skills

Conceptual skills

The ability to analyze and diagnose a situation and distinguish between cause and effect. The ability to understand, alter, lead, and control the behavior of other individuals and groups. The specific knowledge and techniques required to perform an organizational role.

Human skills

Technical skills

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Types and Levels of Managers

Figure 1.5

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Recent Changes in Management Practices

Restructuring

downsizing an organization by eliminating the jobs of large numbers of top, middle, or first-line managers and non-managerial employees contracting with another company, usually in a low cost country abroad, to perform an activity the company previously performed itself

Outsourcing

Increases efficiency because it lowers operating costs, freeing up money and resources that can be used in more effective ways

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Empowerment and Self-Managed Teams

Empowerment

Expansion of employees knowledge, tasks, and decisionmaking responsibilities a group of employees with the responsibility for self-supervising and selfmonitoring

Self-managed team

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Challenges for Management in a Global Environment

Rise of Global Organizations Building a Competitive Advantage Maintaining Ethical and Socially Responsible Standards

Managing a Diverse Workforce Utilizing IT and ECommerce Practicing Global Crisis Management

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QUIZ
The measure of how well (or how productively) an organization uses its resources to achieve a goal is known as: a.Effectiveness b.Appropriateness c.Efficiency d.Timeliness e.Appraisal

QUIZ
A manager who chooses the wrong goals for the organization and makes poor use of the organization's resources in pursuing these goals is said to have a.low effectiveness/low efficiency b.low effectiveness/medium efficiency c.medium effectiveness/low efficiency d.high effectiveness/high efficiency e.medium effectiveness/medium efficiency

Values, Attitudes, Emotions, and Culture: The Manager as a Person

Personality Traits

Personality Traits

Enduring tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual

Managers personalities influence their behavior and approach to managing people and resources No single trait is right or wrong for being an effective manager Effectiveness is determined by a complex interaction between the characteristics of managers and the nature of the job and organization in which they are working
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Big Five Personality Traits

Figure 2.1 2-*

Big Five Personality Traits

Extraversion
tendency to experience positive emotions and moods and feel good about oneself and the rest of the world Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook

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Big Five Personality Traits

Negative affectivity

tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others

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Big Five Personality Traits

Agreeableness
tendency to get along well with others Managers high in agreeableness are likable, affectionate and care about others Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic

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Big Five Personality Traits

Conscientiousness

tendency to be careful, scrupulous, and persevering Managers high in this trait are organized and selfdisciplined Managers low in this trait lack direction and selfdiscipline tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks

Openness to Experience

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Other Personality Traits Locus of Control

Internal locus of control

Tendency to locate responsibility for ones fate within oneself Own actions and behaviors are major and decisive determinants of job outcomes Tendency to locate responsibility for ones own fate in outside forces and to believe that ones own behavior has little impact on outcomes
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External locus of control

Other Personality Traits

Self-Esteem - The degree to which people feel good

about themselves and their capabilities Need for Achievement - The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence Need for Affiliation - The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along

Need for Power - The extent to which an individual desires to control or influence others
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Values, Attitudes, and Moods and Emotions

Values

Describe what managers try to achieve through work and how they think they should behave Capture managers thoughts and feelings about their specific jobs and organizations. Encompass how managers actually feel when they are managing

Attitudes

Moods and Emotions

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Terminal and Instrumental Values

Figure 2.4

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Attitudes

Attitudes

A collection of feelings and beliefs. A collection of feelings and beliefs that managers have about their current jobs.

Job Satisfaction

Managers high on job satisfaction like their jobs, feel that they are being fairly treated, and believe that their jobs have many desirable features

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Attitudes

Organizational Citizenship Behaviors

Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and gaining a competitive advantage The collection of feelings and beliefs that managers have about their organization as a whole
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Organizational Commitment

Moods, Emotions and Emotional Intelligence

Mood

A feeling or state of mind Intense, relatively short-lived feelings

Emotion

Emotional Intelligence

The ability to understand and manage ones own moods and emotions and the moods and emotions of other people

Helps managers carry out their interpersonal roles of figurehead, leader, and liaison
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Organizational Culture

Organizational Culture

Shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals

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Role of Values and Norms

Terminal values

signify what an organization and its employees are trying to accomplish guide the ways in which the organization and its members achieve organizational goals

Instrumental values

Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization

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Factors that Maintain and Transmit Organizational Culture

Figure 2.9

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Role of Values and Norms

Organizational socialization

process by which newcomers learn an organizations values and norms and acquire the work behaviors necessary to perform jobs effectively Formal events that recognize incidents of importance to the organization as a whole and to specific employees
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Ceremonies and Rites

Ceremonies and Rites

Rites of passage

determine how individuals enter, advance within, or leave the organization build and reinforce common bonds among organizational members let organizations publicly recognize and reward employees contributions and thus strengthen their commitment to organizational values

Rites of integration

Rites of enhancement

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Stories and Language

Communicate organizational culture Stories reveal behaviors that are valued by the organization Includes how people dress, the offices they occupy, the cars they drive, and the degree of formality they use when they address one another

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QUIZ
Managers who are low on negative affectivity may be somewhat distrustful of others, unsympathetic, uncooperative, and even at times antagonistic. a.True b.False

QUIZ
The tendency of a manager to get along well with other workers is known as a.positive affectivity b.agreeableness c.conscientiousness d.extraversion e.internal locus of control

KEY TERM
ORGANIZATION T chc MANAGEMENT Qun tr ORGANIZATIONAL PERFORMANCE Thnh tch ca t chc EFFICIENCY Hiu sut EFFECTIVENESS Hiu qu PLANNING Hoch nh LEADING Lnh o CONTROLLING Kim sot STRATEGY Chin lc

ORGANIC STRUCTURE Cu trc c hu DEPARTMENT B phn FIRST-LINE MANAGER Qun l cp c s MIDDLE MANAGER Qun l cp trung gian TOP MANAGER Qun l cp cao TOP-MANAGEMENT TEAM Nhm qun l cp cao CONCEPTUAL SKILL K nng t duy

KEY TERM
HUMAN SKILL K nng nhn s TECHINICAL SKILL K nng k thut CORE COMPETENCY Nng lc ct li RESTRUCTURING Ti cu trc OUTSOURCING Gia cng EMPOWERMENT Trao quyn SELF-MANAGED TEAM Nhm t qun

GLOBAL ORGANIZATION T chc ton cu COMPETITIVE ADVANTAGE Li th cnh tranh INNOVATION Ci tin/ i mi TURNAROUND MANAGEMENT Qun l chuyn i PERSONALITY TRAITS c im tnh cch INSTRUMENTAL VALUE Gi tr phng tin

KEY TERM
INTERNAL LOCUS OF CONTROL Tm kim sot bn trong EXTERNAL LOCUS OF CONTROL Tm kim sot bn ngoi SELF-ESTEEM T trng NEED FOR ACHIEVEMENT Nhu cu thnh t EXTRAVERSION S hng ngoi NEGATIVE AFFECTIVITY Cm xc tiu cc

CONSCIENTIOUSNESS S tn tm, chu ton OPENESS TO EXPERIENCE Sn sng tri nghim AGREEABLENESS S d chu, ho ng NEED FOR AFFILIATION Nhu cu lin minh NEED FOR POWER Nhu cu quyn lc TERMINAL VALUE Gi tr sau cng NORM Chun mc

KEY TERM
VALUE SYSTEM H thng gi tr ATTITUDE Thi JOB SATISFACTION S tha mn trong cng vic ORGANIZATIONAL CITIZENSHIP BEHAVIORS (OBCs) Hnh vi cng dn ca t chc ATTRACTION SELECTION ATTRITION M hnh c nhn nh hng n vn ha cng ty

ORGANIZATIONAL COMMITMENT Cam kt vi t chc MOOD Tm trng EMOTIONS Tnh cm EMOTION INTELLIGENCE S nhy cm ORGANIZATIONAL CULTURE Vn ha cng ty ORGANIZATIONAL SOCIALIZATION Qu trnh ha nhp vi t chc