Joseph A' Petrick, Ph'D', SPHR Professor of Management Director, Institute for Business Integrity Ra

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U.S. Business Management
Joseph A. Petrick, Ph.D., SPHR Professor of
ManagementDirector, Institute for Business
IntegrityRaj Soin College of Business
BUS100 Horizons in Business Wright State
University February 10, 2005
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Agenda

• Introduction
• What is Management?
• What Do Managers Do?
• Career Opportunities and Salaries
• Educational Development of Great Managers
• What is Your Management Style?
• Ethical Managers and the Institute for Business
  Integrity
• Closing Remarks and Questions
• Contact Information

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Introduction

• Dr. Joseph A. Petrick
• Over 25 Years of Management Experience in the
  Private, Public and Nonprofit Sectors
• Tenured Professor of Management, Author of Four
  Management Books and Over 110 Refereed Journal
  Articles and/or Conference Research Papers on
  Management
• http//www.wright.edu/joseph.petrick/

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What is Management?
Management is the process of reaching
individual and collective goals by working with
and through human and non-human resources to
continually improve value added to the world.
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Four Indicators of Management Success

• Four Indicators of Management Success
• Effectiveness Reaching Goals
• Efficiency Not Wasting Resources
• Innovation Continual Improvement
• Stakeholder Responsiveness Adding Value to World

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Four Indicators and Their Management Theories

• Indicators and Management Theories
• Effectiveness Rational Goal Theory
• Efficiency Internal Process Theory
• Innovation Open Systems Theory
• Stakeholder Responsiveness Human Relations
  Theory

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Four Major Management Functions

• Four Major Management Functions
• Plan Provide Direction Prioritized Objectives
• Organize Arrange Resources to Achieve Plans
• Lead Induce People to Implement Plans
• Control Evaluate Progress Take Corrective
  and/or Improvement Action

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Manager Skills/Traits

• High physical energy
• Analytical skills
• Problem-solving skills
• Works with time-constraints
• Able to work with diverse individuals
• Resolves/handles conflict
• Personal integrity
• Builds collective integrity
• Computer Skills
• Effectively handles stress
• Creativity
• Evaluates performance fairly
• Provides accurate and timely feedback
• Encourages others

• Interpersonal skills
• Mental toughness
• Cares for stakeholders
• Realistic planning
• System assessment
• Acts sustainably
• Assess and improve systems
• Self-confidence and determination
• Detail-orientation
• Ability to improve processes
• Ability to work with a team
• Good at leading and controlling

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What Do Managers Do?

• What Managers in Three Different American
  Businesses Do
• Sunshine Cleaning, JIAN, and Archway Products
• (Video 14 minutes)

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Career Opportunities Private, Public and
Nonprofit

• Private
• Large Corporations
• Medium Sized Businesses
• Small Businesses
• Public
• Federal Government
• State Government
• Local Government

• Nonprofit
• National
• State
• Local

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Management Career Titles

• Administrative Services Manager
• Assistant Manager
• Branch Manager
• Chief Executive Officer
• Contract Administrator
• Credit and Collections Manager
• Environmental Manager
• Facility Manager
• Financial Manager
• General Manager

• Hospital Manager
• Hotel Manager
• IT Manager
• Management Analyst
• Management Consultant
• Management Supervisor
• Management Trainee
• Non-profit Manager
• Public Manager
• Small Business Manager
• System Manager

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2005 Average Starting Annual Salaries For
Different Levels of Managers in Average Size
Organizations
Private Public Nonprofit

• Top
• Middle
• Low

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Educational Development of Great Managers

• WSU Management Major Required Classes
• LAW 420 Legal Aspects of Managing a Diverse
  Workforce
• MGT 321 Human Resource Management
• MGT 410 Organizational Development
• MGT 411 Leadership and Effective Teams
• MGT 473 Managing Conflict in Business
• MGT 485 International Management

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Educational Development of Great Managers

• WSU Management Major Electives
• LAW 440 Legal Aspects of Managing Employees
• MGT 412 Positive Employee Relations
• MGT 470 Business Integrity Capacity
• MGT 474 Quality Business Practices
• MGT 475 Small Business Management
• MGT 480 Special Topics
• MGT 481 Internship

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What is Your Management Style?

• What is Your Management Style?
• (Interactive Self-Assessment Exercise)

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What is Your Management Style?

• What is Your Management Style?

• Rational Goal
• Director/Producer
• Internal Process
• Monitor/Coordinator

• Human Relations
• Facilitator/Mentor
• Open Systems
• Broker/Innovator

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Positive Negative Zones of Managerial
Performance
Negative Zone
Open Systems
Abdicates Authority
Wastes Energy
Positive Zone
Human Relations
Envisions Changes
Shows Consideration
Slows Production
Disrupts Continuity
Acquires Resources
Facilitates Interaction
Negative Zone
Inadequate Professionalism
Collects Information
Initiates Action
Rational Goal
Destroys Cohesion
Neglects Possibilities
Internal Process
Maintains Structure
Provides Structure
Stifles Progress
Offends Individuals
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Unbalanced Managerial Judgment
Open Systems
(INNOVATION)
Human Relations
(RESPONSIVENESS)
Internal
External
Rational Goal
Internal Process
(EFFECTIVENESS)
(EFFICIENCY)
Control
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Educational Development of Ethical Managers
How Do You Develop Ethical Managers? Our
management style discloses the balance and
inclusiveness of our ethical judgment, which
either enhances or detracts from the ethical way
we treat others and nature. Part of cultivating
ethical managers involves developing their
ethical judgment.
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Management Style and Ethical Judgment
Flexibility
Build Virtuous Character
Enhance Supportive Contexts
Internal
External
Achieve Good Results
Follow Right Rules
Control
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Positive Negative Zones of Managerial Moral
Performance
Negative Zone
Context
Abdicates Authority
Wastes Energy
Positive Zone
Character
Envisions Changes
Shows Consideration
Slows Production
Disrupts Continuity
Acquires Resources
Facilitates Interaction
Negative Zone
Immoral Professionalism
Collects Information
Initiates Action
Results
Destroys Cohesion
Neglects Possibilities
Rules
Maintains Structure
Provides Structure
Stifles Progress
Offends Individuals
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Unbalanced Moral Judgment
Context
(ADAPTABILITY)
Character
(INVOLVEMENT)
Internal
External
Results
(EFFECTIVENESS)
Rules
(CONTINUITY)
Control
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Managerial Moral Judgment and De-humanization
Risks
Negative Zone
Context
Positive Zone
Character
DRIVE TO LEARN
DRIVE TO BOND
Negative Zone
Immoral Professionalism
DRIVE TO DEFEND
DRIVE TO ACQUIRE
Results
Rules
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Institute for Business Integrity Mission

• Institute for Business Integrity Mission
• To Develop the Moral Competency of Current and
  Future Business Leaders
• To Promote Responsible Practices in the Business
  Community

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Institute for Business Integrity Activity

• Institute for Business Integrity Activity
• Service Activities SA8000 Audits
• Teaching Activities Ethics Bowl Teams
• Research Activities E-Newsletter

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Books and Articles Related to Management Careers

• Gebelein, Susan H. et al. (2000). Successful
  Managers Handbook Develop Yourself, Coach
  Others.
• Johnson, Jeffrey S. (2000). Resumes for Business
  Management Careers.
• Whetten, David A. and Cameron, Kim S. (2005).
  Developing Management Skills.
• Morris, Michael. (2001). The First Time Manager
  The First Steps to a Brilliant Management Career.
  
• Place, Irene Magdaline and Lewis Baratz.
  Opportunities in Business Management Careers.
  (1997).

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Professional Associations

• Academy of Management (AOM)
• http//www.aom.org
• American Management Association (AMA)
• http//www.amanet.org

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Closing Remarks and Questions

• Questions?

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Speaker Contact

• Joseph A. Petrick, Ph.D., SPHR Director,
  Institute for Business IntegrityRaj Soin College
  of Business, 206 Rike HallWright State
  UniversityDayton, OH 45435-0001Phone (937)
  775-2428Fax [phone]Email
  joseph.petrick_at_wright.edu
• Website http//www.wright.edu/business/ibi/

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Department Contact

• Dr. Charles Hartmann, Chair
• Department of Management
• Raj Soin College of Business, 270 Rike
  HallWright State UniversityDayton, OH
  45435-0001Phone [phone]Fax (937)
  775-3545Email charles.hartmann_at_wright.edu
• Website http//www.wright.edu/business/