Management

1
Management Leadership
2
Management vs. Leadership

• Management
• The process of coordinating and integrating
  resources in order to effectively and efficiently
  achieve organizational goals and objectives
• Leadership
• Interpersonal influence over others aimed to
  achieve organizational goals objectives

3
Industrial Revolution

• Machine power replaced human power
• More economical to manufacture goods
• Moved manufacturing from homes to factories
• Lead to..

4
Industrial Revolution

• Mass production
• Reduced transportation costs (rapid expansion of
  the railroad)
• No government regulations
• This lead to
• Big corporations
• Rockefeller Standard Oil monopoly
• Carnegie Steele

5
An Activity

• Upstairs
• 10 groups of 5
• Choose a manager of the group

6
The IR Lead to 4 phases of management theory..

1. Classic theories (1880s-1930s)
2. Behavioral theories (1930s 40s)
3. Human relations theories (1950s-1970s)
4. Contemporary theories (1980s)

7
Classic Theories

• Created to establish rational principles that
  would make org. more efficient
• Focused on technical efficiency
• 2 approaches

8
Classic Theories

• 1. Scientific Management
• One best way
• Efficiency is key
• Focus on individual workers
• Taylor, Gilbreath, Gantt

• 2. General Administrative Theories
• Perspective of the entire organization
• What are good management practices
• Fayol, Weber

9
Scientific Management

• Frederick Taylor
• Workers sequence of motions was timed to
  determine the one best way to perform a task.
• Weaknesses
• Monotonous
• Dehumanizing

10
Scientific Management

• Frank Lilian Gilbreth
• Experimented with the design use of proper
  tools equipment to optimize work performance
• First to use motion picture film to study hand
  body motions
• Examples of improvements in tools???

11
Scientific Management

• Henri Gantt
• Production efficiency most important concern of
  management.
• Production goals quotas set (piece-work)
• Task and bonus wage system
• Bonuses set for exceeding quota employee side
  of the theory

12
Administrative Theories

• Fayols 4 functions of Management
• Planning
• Organizing
• Leading
• Controlling
• Plus 14 principlessee handout
• Which are still seen today?

13
Administrative Theories

• Webers bureaucracy
• Division of labor
• Authority hierarchy
• Formal selection
• Formal rules regulations
• Impersonality
• Career orientation

14
Whats Happening

• Depression
• Fair Labor Standards Act (1938)
• 40 hour week
• Banning of child labor
• WW II
• First computer introduced
• Wal-Mart began

15
Behavioral Theories

• Looks at why people do things rather than how
  people do things (Classical)
• Embraces the study of sociology and psychology
• Attempts to understand human and employee
  behavior

16
Behavioral Theories

• Elton Mayo
• Western Electric Hawthorn Studies
• Control experimental groups with illumination
  levels
• Both groups increased regardless of light level
• Given classic management why???

17
Behavioral Theories

• Hawthorn Studies findings
• Financial incentives did not increase
  productivity. Attention was far more motivating
• Worked harder if they thought mgrs were concerned
  about them
• Work norms drive productivity by establishing
  what is a fair days work
• Social environment made monotonous work more
  palatable

18
Behavioral Theories

• Mary Parker Follett
• Saw org as people not production
• Mgrs should use skills to lead not order
• Workers need to be given responsibility
• Mgrs should actually receive training in mgt
• Work ignored for decades

19
Whats Happening

• Employment of women reaches highest point in
  history to date
• IBM introduces first business computer (1955)
• Civil Rights Act of 1964 makes discrimination
  illegal
• Apple introduces first personal computer

20
Human Relations Era

• People oriented approach to management
• Looks at interaction of people impact on org
• Goal enhance organizational success by building
  appropriate relationships among employees

21
Human Relations Era

• Maslows hierarchy
• Herzbergs Motivation-Hygiene theory
• There are satisfiers (motivators) dissatisfiers
  (hygiene factors) that impact feelings toward the
  environment

22
Human Relations Era
Hygiene Factors Motivators
Can lead to dissatisfaction Leads to satisfaction
Policies Recognition
Working conditions Growth on the job
Relationship with supervisors Advancement
Supervision received on the job Interesting work
Salary Responsibility
23
Contemporary Theories

• Best practices (Mintzberg, Peters, Covey,
  Drucker)
• Orgs need clearly defined values
• Vision
• Customer driven
• Recognize ees
• Collaboration among ees
• Treat ees as valuable assets
• Continually train invest in ees
• Freedom to take risks
• Trust, honesty, integrity

24
4 generations of leadership

• Trait theories
• Behavioral theories
• Contingency/situational theories
• Contemporary views

25
4 generations of leadership

• Trait theories
• Certain traits are inherent to leaders
• Started as physical traits
• Moved to interpersonal traits
• Leadership is born not learned
• Is this credible?

26
4 generations of leadership

• Behavioral theories
• What behaviors leaders exhibit
• Leadership is learned not born
• Leadership Grid
• An exercise.

27
Management Grid

• Task Orientation
• Concerned with productivity
• Satisfaction derived from completion of task
• People Orientation
• Concerned with establishing good relationships
• Emotional aspect of leadership

28
Management Grid

• Management Grid

1, 9
9, 9
Concern for People 1 2 3 4 5 6 7 8 9
5, 5
1, 1
9, 1
1 2 3 4 5 6 7 8 9 Concern for Task
29
What did you learn about your management style?
30
4 generations of leadership

• Contingency/situational theories
• Looked at the situation
• No 1 leadership theory could explain leadership
  effectiveness
• Accounted for the leader, follower situation
• Contingency theories leadership style changes
• Situational theories leader changes

31
4 generations of leadership

• Contemporary views
• Charismatic leadership theory (Bennis)
• 1. Compelling vision or sense of purpose
• 2. Ability to communicate that vision in clear
  ways that followers understand
• 3. Demonstrated consistency and focus in pursuit
  of their vision
• 4. Strong awareness of their own strengths
  capitalize on them

4 elements strong leaders have
Prosper in high stress or uncertainty
32
4 generations of leadership

• Contemporary views
• Kouzes Posners 5 practices of exemplary leaders

33
5 Practices of Exemplary Leadership

• Model the way
• Inspire a shared vision
• Challenge the process
• Enable others to act
• Encourage the heart

34
5 Practices

• Model the way
• Set the example
• Have common values
• Working side by side
• Inspire a shared vision
• Dreams visions of what could be
• Get others to understand buy into that vision

35
5 Practices

• Challenge the process
• Search for opportunities to innovate, grow
  improve
• Recognize good ideas challenge the system to
  get them done
• Encourage risk taking

36
5 Practices

• Enable others to act
• Leadership is a team effort
• Foster collaboration
• Make it possible for others to do good work
• Empowerment

37
5 Practices

• Encourage the heart
• Recognize accomplishments
• Celebrate achievements