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MANAGEMENT
GROUP 1Lena Affaneh, Paul Bujak, Lindsay Iwan, Ewa
Jaszczyk, and Christianne Montgomery
Management
• Management is a process that is used to accomplish organizational goals; that is, a process that is used to achieve what an organization wants to achieve.
Overview• Leadership • Structure • Organizational Culture and Design• Generational Gap• Organizational Charting• Motivation• Decision Making• Planning• Controlling• Ethics
“SUCCESSIS TO BE MEASURED NOT SO
MUCH BY THE POSITION THAT ONE HAS REACHED IN LIFE AS BY THE OBSTACLES
WHICH HAVE BEEN OVERCOME WHILE TRYING
TO SUCCEED.”BOOKER T. WASHINGTON
Leadership & Management
• Distinction between Management and Leadership
• Perception in the past• Currently viewed in society• “Leaders promote new directions;
management implements them.”
Leadership Styles
BE KNOW DO
• BE a professional• BE a professional who
possess good character traits
• KNOW the four factors of leadership
• KNOW yourself
• KNOW human nature• KNOW your job• KNOW your
organization• DO provide direction• DO implement• DO motivate
Structure
• Is the system tasks, workflows, reporting relationships, and communication channels that link the diverse parts of an organization.
• There are two types of structures in an organization:
• Formal Structure• Informal Structure
Organizing- To create Structures
Organizing- To create structures.
-Divide up the work-Arrange resources-Coordinate activities
Leading-To inspire effort
Controlling-
To ensure results
Planning-
To set the direction
Benefits of Structure• Structure dictates how objectives and policies will
be established.– Objectives and policies established under a geographic
organizational structure are couched in geographic terms.– Objectives and policies are stated largely in terms of
products in an organization whose structure is based on product groups.
• Structure dictates how resources will be allocated. – Ex.. if an organization structure is based on customer
groups, then resources will be allocated in that manner.– If an organizations structure is set up along functional
business lines, then resources are allocated by functional areas.
Strategy & Structure• Lead to changes in organizational structure.
– Structure should be designed to facilitate the strategic pursuit of a firm and follow the strategy.
– Without a strategy or a mission, companies find it difficult to design an effective structure.
• Structure can and does influence strategy. Strategies formulated must be utilized and workable.
• If a certain new strategy required massive structural changes it would be an attractive choice. – Structure can shape the choice of strategies.
• This is by determining what types of structural changes are needed to implement new strategies and how these changes can be best accomplished.
Management & Structure
• Organizing– Arranging people and your resources working
together to accomplish a goal. – Involves both dividing up the tasks to be
performed and coordinating results to achieve a common purpose.
Organizational Culture & Design• Competition, problems and opportunities in the market place require a
flexible and well-integrated workforce in order to deliver high-quality products/services while achieving innovation for the future of the company.
•The key to success is finding the best design to master the needs and challenges of an organization.
Organizational Culture
• System of shared beliefs and values that develop within an organization and guide the behavior of it members.
• Shape Attributes.
• Reinforce Common Beliefs.
• Direct Behaviors.
• Establish Performance Expectations.
• Create Motivation.
Organizational Culture
Organizational DesignObservable Culture• I.E stories, Heroes, Rites, Rituals, and Symbols.
• The culture that is seen and heard when walking around an organization from a customer’s viewpoint.
Core Culture
• Emphasize values, innovation, social responsibility, worker involvement, etc. • The underlying beliefs shared by members of the organization and that
ultimately influence their behavior.
Organizational Design
Bureaucratic Design• The process of aligning organizational structures and cultures to best serve the • organization’s mission, strategy and objectives.
• An organizational form that is based on logic, order and formal authority.
Adaptive Design (Organizational Design)
• Clear-cut division of labor, strict hierarchy of authority, formal rules and procedures,
• etc.
• A culture that encourages worker empowerment and participation, a culture that
• encourages worker empowerment and participation
Organizational Design
Generational Differences
"The only irreplaceable capital an organization possesses is the knowledge and ability of its people. The productivity of that capital depends on how effectively people share their competence with those who can use
it.“
Andrew Carnegie, American Capitalist Icon & Philanthropist
The Four Generations
Generation Time Period Age Range % of
Workforce
Number
Born (000)
Veterans 1925 – 1945 82 – 62 10% 75,000
Baby Boomers 1946 – 1963 61 – 43 45% 80,000
Generation X 1964 – 1980 43 – 27 30% 46,000
Millennials 1981 – 2005 27 – 2 15% 76,000
Who are these People? Veterans Baby Boomer Generation X Millennials
Major Events
Stock Market Crash Brown vs. Board of Education Roe vs. Wade Y2K
Great Depression Vietnam War Computers Introduced 911
World War II Watergate AIDS War on Terror
Social Security Kennedy Assassination Challenger Explosion Columbine High
School Massacre
Korean War Moon Landing Fall of Berlin Wall Oklahoma City Bombing
New Deal TV age begins Age of IPOD
Holocaust Peace Corps
IdentificationVeterans
Outlook Practical
Work Ethic Dedicated
View of Authority
Respectful
Leadership by…
Hierarchy
Relationships Personal Sacrifice
Turnoffs Vulgarity
Career Goals Build a Legacy
IdentificationBaby Boomers
Outlook Optimistic
Work Ethic Driven
View of Authority
Love/Hate
Leadership by…
Consensus
Relationships Personal Gratification
Turnoffs Political Incorrectness
Career Goals Build a Stellar Career
IdentificationGeneration X
Outlook Skeptical
Work Ethic Balanced
View of Authority
Unimpressed
Leadership by…
Competence
Relationships Reluctant to Commit
Turnoffs Cliché-hype
Career Goals Build a Portable Career
IdentificationMillennials
Outlook Hopeful
Work Ethic Determined
View of Authority
Polite
Leadership by…
Pulling Together
Relationships Inconclusive
Turnoffs Promiscuity
Career Goals Resume Building Careers
Adapting Your Management Style –Become a Better Leader
• Build a Dynamic Team • Value the Differences of Others• Draw on the Strengths of Each Generation• EMPATHY!– Understand you all have different experiences and
as a result will have varying contributions
• Inspire your team members to be a TEAM!
We are Different!
• “To effectively communicate, we must realize that we are all different in the way we
perceive the world and use this understanding as a guide to our
communication with others.”
--Anthony Robbins
Organizational ChartingOrganizational Charting
• What type of Organization is it?What type of Organization is it?
• What is the Structure of the Organization?What is the Structure of the Organization?
• How does this Structure Function?How does this Structure Function?
• Is this the appropriate Organizational Is this the appropriate Organizational Structure?Structure?
Types of OrganizationsTypes of OrganizationsTraditionalTraditional
• Functional OrganizationFunctional Organization
• DivisionalDivisional
• Matrix StructureMatrix Structure
Functional OrganizationFunctional Organization
• Defined-Members with similar skills creating and Defined-Members with similar skills creating and performing like task while being grouped together.performing like task while being grouped together.
• Description- Each section whether finance, marketing, Description- Each section whether finance, marketing, operations etc is in a silo of it own. operations etc is in a silo of it own.
• Each unit is works separately in achieving Each unit is works separately in achieving organizational goals.organizational goals.
• In theory if each silo is doing its job then the business In theory if each silo is doing its job then the business will be operating successfully.will be operating successfully.
Functional ChartFunctional Chart
Advantages vs. DisadvantagesAdvantages vs. Disadvantages• Advantages-Advantages-• a. Efficient use with economies of scale.a. Efficient use with economies of scale.• b. Training and expertise consistent with assignments.b. Training and expertise consistent with assignments.• c. Quality of technical problem is high.c. Quality of technical problem is high.• d. Training and development within function is superb.d. Training and development within function is superb.• e. One travels via one career path.e. One travels via one career path.
• Disadvantages-Disadvantages-• a. No communication, coordination or problem solving. a. No communication, coordination or problem solving. • b. Each Function develops narrow view point.b. Each Function develops narrow view point.• c. Problems are referred to upper management slows c. Problems are referred to upper management slows
decisions. decisions.• d. Responsibility of cost containment can be blurred.d. Responsibility of cost containment can be blurred.• e. Slow organization unable to move quickly to seize e. Slow organization unable to move quickly to seize
opportunity. opportunity.
Divisional ChartDivisional Chart
• Defined- Different departments work together on a similar Defined- Different departments work together on a similar product, task or customer.product, task or customer.
• Description- Groups work within similar tasks whether it be Description- Groups work within similar tasks whether it be a process, geographic area. Finance, marketing, sales work a process, geographic area. Finance, marketing, sales work within this unit.within this unit.
• Unit doesn’t have silos but specific tasks.Unit doesn’t have silos but specific tasks.
• Divisions allow companies that have basket approach to Divisions allow companies that have basket approach to business limiting decline in an economy that is down.business limiting decline in an economy that is down.
Divisional ChartDivisional Chart
Advantages vs. DisadvantagesAdvantages vs. Disadvantages
• Advantages-Advantages-a. Flexibility in responding to environmental changes. a. Flexibility in responding to environmental changes. b. Improved coordination among departments.b. Improved coordination among departments.c. Responsibility is clear in regards to product or c. Responsibility is clear in regards to product or
service. service.d. Focus of expertise is on specific customers, regions, d. Focus of expertise is on specific customers, regions, or products. or products.e. Greater flexibility In diversification. e. Greater flexibility In diversification.
• Disadvantages-Disadvantages-a. Economies of Scale is reduced.a. Economies of Scale is reduced.b. Unhealthy competition between divisions b. Unhealthy competition between divisions c. Divisions may not focus on the greater good of c. Divisions may not focus on the greater good of
organization. organization.d. Costs increase through duplications of resources.d. Costs increase through duplications of resources.
Matrix OrganizationMatrix Organization
• Defined- Brings together Functional and divisional structure Defined- Brings together Functional and divisional structure to emphasize project and program teams.to emphasize project and program teams.
• Heavy use of permanent cross functional teams integrate Heavy use of permanent cross functional teams integrate cross functional expertise within a divisional structure.cross functional expertise within a divisional structure.
• Members usually are part of two formal groups and have Members usually are part of two formal groups and have two bosses.two bosses.
• Teams are cross functional and work together in solving Teams are cross functional and work together in solving problemsproblems.
Matrix OrganizationMatrix Organization
Advantages vs. DisadvantagesAdvantages vs. Disadvantages
• Advantages-Advantages-a. Large amounts of inter-functional cooperation.a. Large amounts of inter-functional cooperation.b. Considerable amounts of flexibility in meeting changing b. Considerable amounts of flexibility in meeting changing demands. demands.c. Customer service is championed.c. Customer service is championed.d. Better accountability and performance through the usage of d. Better accountability and performance through the usage of project Managers. project Managers.e. Improved problem solving at team level, because of best e. Improved problem solving at team level, because of best information. information.f. Strategy formulation by top brass is focused on because they f. Strategy formulation by top brass is focused on because they
are are freed from battling escalating freed from battling escalating issues.issues.
• Disadvantages-Disadvantages-a. Two boss system set for possible power struggle.a. Two boss system set for possible power struggle.b. Task confusion can arrive because of two bosses.b. Task confusion can arrive because of two bosses.c. Teams may have strong loyalties focusing inward no entire c. Teams may have strong loyalties focusing inward no entire organization. organization.
Recent Developments• Besides the traditional forms newer structures have been formed.
• Team Structuresa. Team whether permanent or temporary are used without hierarchy.
b. There isn’t a formal manager but a team lead
• Network Structurea. Relationships and work is done with outside contractors.b. Organization small but has almost all items outsourced.
• Boundary-less Structure a. Combination of Team and Network structures. b. Organization changing one day from the other.
• These are the future of our respective organizations.
FEAR STOPS YOU IN YOUR TRACKS.
Motivation•Ability•Effort•Desire
Abraham Maslow’s Hierarchy of Needs
Frederick Herzberg’s Two-Factor Theory
Motivators• Achievement• Recognition• Responsibility• Advancement• The work itself
Hygiene Factors
• Salary• Supervision technical• Working conditions• Interpersonal relations• Company policies and
administration
Decision Making• Identify the purpose of
your decision• Gather information• Identify the principles to
judge the alternatives• Brainstorm and list
different possible choices
• Evaluate each choice in terms of its consequences
• Determine the best alternative
• Put the decision into action/execute your plan
• Evaluate the outcome of your decision and action steps
Planning
• Planning: is the process of setting objectives and determining what should be done to accomplish them.
Steps in Planning Process
• Step 1. Define your objectives• Step 2. Determine where you stand vis-à-
vis objectives• Step 3. Develop premises regarding future
conditions.• Step 4. Analyze possible action alternatives• Step 5. Implement the plan and evaluate
results
Types of Planning
• Strategic planning
• Tactical planning
• Contingency planning
Control
• Controlling: is the process of measuring performance and taking action to ensure desired results
Steps in Control Process
• Step 1. Establish objectives and standards• Step 2. Measuring actual performance• Step 3. Comparing results with objectives
and standards• Step 4. Taking corrective action
Types of Controls
• Feed forward controls
• Concurrent controls
• Feedback controls
Ethics
• What is Ethics?
• Moral Principles that set standards of good or bad, or right, or wrong in a person’s conduct or a firms conduct as a whole.
Four Views of Ethical Behavior
Moral-rights view
Does a decision or behavior maintain the fundamental rights of all human beings?
Utilitarian view
Does a decision or behavior do the greatest good for the most people?
Justice View
Does a decision or behavior show fairness and impartiality?
Individualism view
Does a decision or behavior promote one’s long term self-interests?
Ethics in Management’s Decision Making
• Recent Years has been growing recognition of the need to consider ethical issues in decision making.
• Estimated that Two-Thirds of large firms have a code of ethics and 44% of larger firms provide some form of ethics training for their managers. – This interest in being ethical stems partly from a desire to
avoid legal action.• Ethics training programs include statements from the
top officer emphasizing the importance of ethical decision making, corporate code of ethics.
Conclusion
• All topics involved are part of management• Not all are used on a daily bases.• If a manager is able to use and execute these
subjects then they maybe considered good at managing.
• Its an art not a science.