Allan Gardner
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Topic 1: An Introduction to Management Topic 2: Managing Change & Innovation Topic 3: The Organization Environment & Culture Topic 4: Managerial Ethics & Social Responsibility Topic 5: Strategic Management & Organization Structure Topic 6: Plans, Decisions and Measures Topic 7: Leadership Topic 8: Motivation and Teams Topic 9: Communication Topic 10: Human Resources Management 2
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Functions & roles of a manager in an organization Technical, conceptual & interpersonal skills of a manager Organizational stakeholders Major challenges managers face in business environment Assess new and old approaches to management
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Variable roles, so difficult to define “Getting things done through people” Best defined by the kinds of activities managers do
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Planning
Controlling
Organizing Fayol’s Five Management Functions
Coordinating
Commanding
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Interpersonal
Mintzberg’s Managerial Roles Decisional
Informational
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Dimensions that define a managerial role: Demands made on the manager Constraints placed on the manager Choices available to the manager Demands
Stress Constraints
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Technical
Interpersonal
(task specific)
(relationship)
Conceptual (big picture)
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“two or more persons engaged in a systematic effort to produce goods or services” ……Kathryn Bartol “A deliberate arrangement of people to accomplish some specific purpose” ……Stephen Robbins “an information and decision system” ……Peter Drucker “a complex pattern of communication and other relations between human beings” ……Herbert Simon 13
A person, group, or organization that has direct or indirect stake in an organization because it can affect or be affected by the organization's actions, objectives, and policies.
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Change Culture Globalization Ethics Competition
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“The coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization.”…..BNET Business Dictionary
“The systematic approach and application of knowledge, tools and resources to deal with change. Change management means defining and adopting corporate strategies, structures, procedures and technologies to deal with changes in external conditions and the business environment.” …..SHRM
“Change management is the process, tools and techniques to manage the people-side of business change to achieve the required business outcome, and to realize that business change effectively within the social infrastructure of the workplace.”…..Change Management Learning Center
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“The deep, basic assumptions and beliefs that are shared by organizational members” ……Edgar Schein
“the collective programming of the mind that distinguishes the members of one organization from others.” ......Geert Hofstede
Organizational culture reflects the values, beliefs, and norms that characterize an organization as a whole. ……J.D. Sherman
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Level 1
Artifacts
Visible organizational structures & process (clothes, buildings, behaviors)
Level 2
Espoused Beliefs & Values Level 3
Underlying Assumptions
Strategic goals, philosophies (values, norms, beliefs)
Unconscious, assumed beliefs, thoughts, feelings (invisible at higher levels)
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Shift from local manufacturers and local customers to a network of trades and cross-shipments between countries Major reduction in relative transport costs Lower labor costs or taxes in foreign countries Growth of multi-national companies Global supply chain Expanding labor markets Business-friendly legislation
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A guide of principles designed to help employees conduct business honestly and with integrity. A code of ethics document may outline the mission and values of the business or organization, how employees are supposed to approach problems, the ethical principles based on the organization's core values and the standards to which the professional will be held.
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Frederick Taylor “Scientific Management” (1911) Observed how the most efficient workers performed, then introduced their methods as “standard” for all workers Lillian and Frank Gilbreth “time and motion studies” (1914) Timed the movements made when performing tasks as a means of optimizing effort and time expended Peters & Waterman “In Search of Excellence” (1982) Study successful companies, identify factors relating to their success, and copy them. 28
Quality Management Knowledge Management Core Competencies Balanced Scorecard Triple Bottom Line Risk Management Six Sigma
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An integrative philosophy of management for continuously improving the quality of products and processes The quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations 30
"Knowledge Management is the discipline of enabling individuals, teams and entire organizations to collectively and systematically create, share and apply knowledge, to better achieve their objectives"
Knowledge Management programs are typically tied to organizational objectives such as improved performance, competitive advantage innovation, lessons learned transfer (for example between projects) and the general development of collaborative practices. 31
The resources or the strengths that create the organization’s competitive advantage. Organizations should focus on those areas in which they excel and outsource other tasks to organizations that specialize in those tasks.
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The phrase “the triple bottom line” was first coined in 1994 by British Consultant, John Elkington The triple bottom line (TBL) consists of three Ps: ◦ Profit ◦ People ◦ Planet TBL aims to measure the financial, social and environmental performance of the corporation over a period of time.
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The identification, analysis, assessment, control, and avoidance, minimization, or elimination of unacceptable risks that may impact organizational performance
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• • • • •
• Personal injuries • Environment & weather issues • Physical assets
• Harm to company reputation • Harm to individual employees
Physical
Financial
Ethical or Moral
Legal
Theft Fraud Loans Damages Fines
• Gov’t regulations • Federal, state, local laws
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A quality-control program developed in 1986 by Motorola that emphasized cycle-time improvement and reducing manufacturing defects to a level of no more than 3.4 per million. Six Sigma has evolved into a more general businessmanagement philosophy focused on meeting customer requirements, improving customer retention, and improving and sustaining business products and services. Lean Six Sigma is a strategy that eliminates waste and improves process flows 38
Six Sigma uses two processes:
◦ DMAIC (Define, Measure, Analyze, Improve, Control) is an improvement system for existing processes defined by specifications and looking for incremental improvement. ◦ DMADV (Define, Measure, Analyze, Design, Verify) is an improvement system used to develop new processes or products at Six Sigma Quality levels.
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You are asked to consider several candidates in your organization for promotion to Manager. What important characteristics, skills and behaviors will you look for in an ideal candidate?
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