Praxis You cannot graduate unless you know your evolution.

A lawyer cannot graduate unless he knows his constitution. Meaning of mgt Perspective of mgt Evolution of mgt Management: Man / Manage/ Men - Man who has aged managing a group of men; organization; basic - Formal - Informal org. no rules; no structure. Management practice of consciously & continually shaping orgs -involves coordinating work activities so that they are completed efficiently Efficiency getting the most output from the least inputs -scarce inputs 5 Ms of Mgt: Man, Money, Machine, Market, Material Effectiveness doing the right things Managers mentors Managerial Levels: 1st Line Manager lowest level; manage the work of non-managerial employees (supervisor of rank & file) Middle Managers all levels between the first and top level Top level CEOs Why study organizations and mgt? *Living in the present orgs. - present standard of living of the people e.g. sick go to the hospital *Building future org. build toward a desirable future and keep individual decision the same 3 types of career: 1. Top and low 2. Spiral seek employment at various levels 3. Butterfly you go where the nectar is *Remembering the past know the history of the org. Managers organizations

The Mgt Process Functions of MGT (POSLC) 1. Planning setup of goals 2. Organizing 3. Staffing 4. Leading 5. Controlling Managerial Roles *Interpersonal relationship w/ others and are related to human skills ` *Figurehead ceremonial & symbolic duties such as receiving visitors, signing legal docs Leader directs and motivates subordinates; trains, counsels and communicates w/ subordinates Liaison maintains info links in and out of org.; email Informational describes the activities used to maintain and developinfo network o Monitor search and receives info, scan periodicals o Dissemination forward info to other org; sends memo, reports, makes phone calls Decisional o Spokesperson transmits info to others through speech reports, memoranda o Entrepreneur initiates improvement projects, identifies o Disturbance handles o Resource allocator distributes resources, schedules, budget o Negotiator represents depts.. How the Managers Job is changing Changing technology Increased threats to security Increased emphasis on organizational and managerial ethics Increased competitiveness Why study management? Universality of mgt all type and size of org. The reality of work you will either manage or be managed Rewards and challenges of being a manager Rewards - Creates a work environmentmembers can work to the work to the best of their ability - Opportunities to think creatively & use imagination - Help others find meaning & fulfillment in work (mentoring, coaching) - Support, coach and nurture others - Work w/ variety of people - Receive recognition & status in org. # community - Play a role in influencing organizational outcomes - Receive appropriate compensation in form of salaries, bonuses & stock options

- Good mgrs are needed by orgs. Challenges - Do hardwork - -deal w/ variety of personalities - Often have to deal w/ limited resources - Motivate workers in chaotic & uncertain situations - Successfully blend knowledge, skills, ambition & experience of diverse work group - Success depends on others work performance. The Challenge of Mgt. - The need for vision o Expanding new techs o Vision for living & benefiting from changing circumstances - Need for ethics o Concern over industrial pollution - Need for responsiveness to cultural diversity - Talent is gender blind The Evolution of Mgt Theories Industrial Revolution Preclassical contributions o Robert Owen (British Entrep) Recognizing importance of human resources Interested in the working & living conditions of employees Upgraded streets, houses, sanitation Groundwork for human relations movement o Charles Babbage Father of Modern Computing First mechanical calculator analytical engine -> computer Introduced work specialization Mental work specialization 2 parts of profit sharing Bonuses Portion of wages dependent or factor profits o Henry Towne Management can be regarded as a science. Classical Viewpoint o 3 approaches: Scientific mgt, admin. Mgt, bureaucratic mgt. The Scientific Mgt Work in order to achieve efficiency Frederick Taylor Father of Mgt o Eliminating body movements Observed a major problem at Midvale Steel: Soldiering (ligoy)

o 1. Decreased productivity caused them to lose their jobs. o 2. Faulty wage o 3. 4 Major Principles to solve the problem 1. Study each part. 2. Select workers staffing 3. Cooperate w/ workers 4. Divide work & responsibility Taylor pioneered time and motion study breaking down the task into various elements The Gilbreths (Frank & Lillian) o Lillian exploring ways to reduce task fatigue Rotation of 17 basic motions therblig (anagram of Gilbreth) o Select, position, hold Henry Gantt o Gantt Chart graphic aid to planning, scheduling & control o Reward employees who achieved their targets as well as their supervisors Max Weber bureaucracy o Specialization of labor o Formal rules& procedures o Impersonality o Well-defined hierarchyextra bureaucratic structures, projects, task force o Career advancement based on merit Administrative Management Henry Fayol o 5 major functions: planning, org o 14 principles of mgt: 1. Division of work / work specialization 2. Authority right to give orders & the power to exact obedience 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interest to gen. interest 7. Remuneration Human beings are insatiable. 8. Centralization 9. Scalar chain chain of command 10. Order 11. Equity

12. Stability of tenure 13. Initiative 14. Spirit de corps united we stand, united we fall. Chester Barnard o Acceptance theory of authority not dependent on the person of authority but on the willingness of employee to comply depends on: 1. If employees understand the communication 2. See the communication as consistent 3. Feel that the actions indicated are in line with the needs Early Behaviorist Hugo Munsterberg father of industrial psychology 1. Psychologist could study jobs & identify the best suited individuals. 2. Identify the psychological conditions under 3. Develop strategies that would influence employees to behave in ways that are compatible. Mark Parker Follet o Significance of functioning of groups in organizations o power with rather that power over o concept of power w/mean: 1. cooperative 2. Integration process of finding Hawthorne Studies 1. Illumination studies factors other than lighting were at work since performance rose in both groups. 2. Alteration work conditions like changes in supervisor arrangements o Resulted to the increase in productivity 3. Recognition of informal social relations Human Relations Movement - Intense interest in the social dimension of HBO Herzberg 1. Intrinsic factors w/n the job / person 2. Extrinsic- change (salary, supervision) Abraham Maslow 3 assumptions about human nature 1. Human beings have needs are never completely satisfied. 2. Human action is aimed at fulfilling the needs that are unsatisfied.

3. Needs fit into a somewhat predictable hierarchy. Psychological Security Belonging Esteem Self-actualization Douglas McGregors Theory X and Y Theory X -workers are lazy; need to be coerced; have little amibiotn -focused on security needs Theory Y -workers do not dislike work -capable of self-control -have the capacity to be creative and innovative Quantitative Mgt Viewpoint -major force WWII -quantitative methods to help determine the most effective use of resources -focused on the use of mathematics; statistics -3 branches: Mgt.Sci, OM and MIS Mgt.Science increase decision effectiveness through the use of sophisticated mathematical models & statistical methods Operations Mgt. responsible for managing the production & delivery of an orgs products & services MIS designing & implementing computer-based information CONTEMPORARY VIEWPOINT *The Systems Theory inputs -> transformation process -> output *Contingency Theory *Emerging Views *Theory Z (William Ouchi) involves giving worker job security *TQM continually improving product & service quality *Globalization *Ethics *problems of corporate lying *Workforce diversity heterogeneous workforce in terms of gender, age, ethnicity, age and other characteristics Entrepreneurship -process whereby an individual / group uses organized efforts to pursue opportunities to create value & grow by fulfilling wants and needs (e.g. business world) -e-commerce

Knowledge MGT & Learning Orgs. -cultivating a learning culture where org. members systematically gather knowledge and share it w/ others Quality MGT 1.) Intense focus on the customers 2.) Concern for continual improvement - very good not enough BCG Matrix Boston Consulting Group Planning Purposes 1. Provide direction to managers & non-managers 2. Reduces uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change & develop appropriate responses 3. Planning reduces overlapping & wasteful activities 4. Establishes goals/ standards Planning & controlling go together Types of Plans 1. Strategic Plans apply to entire org; establish the overall goals & seek to position the org in terms of its environment 2. Operational plans specify the details of how overall plans are to be achieved 3. Long-term time-frame 4. Short-term one year or less 5. Specific plans clearly-defined; no room for interpretation 6. Directional plans flexible 7. Single use 8. Standing Strategy used in establishing goals: MBO (Management By Objectives) a mgt system in w/c specific performance goals are jointly determined by employees & their managers, progress towards accomplishing goals is periodically reviewed Strategic Mgt 1.) Can make a diff. in how well an org performs why succeed / fail 2.) Orgs of all types & sizes face continually changing situation 3.) Because of the diverse nature of orgs, work needs to be directed & focused toward the achievement of goals The Strategic Mgt Process 1. Identifying the orgs mission, VMO (Vendor Mgt. Office) objectives & strategies -mission refers to the purpose of the organization -components: customers, producers, etc.

2. Environmental Analysis (SWOT) S & W internal O & T - external 3. Strategy Formulation 4. Strategy implementation 5. Evaluation Ethics & Social Responsibility Stage 1: Classical View Expand to employee Extend to customers & suppliers Stage 2: Stage 3 expands responsibility to customers and suppliers Stage 4: managers feel the responsibility Social obligation obligation of a business to meet its economic & legal responsibilities Social responsiveness guided by social norms Greening of mgt recognition of the close link between org. & environment 1. light green / legal approach doing what is required by law 2. market approach environmental pref. of customers 3. stakeholder approach 4. dark green / activist approach looking or ways to respect & preserve the earth & its natural resources value-based mgt. managing in w/ managers -shared values 1. serve as guideposts for managerial actions & decisions 2. shape employee behavior & communicate what orgs expect of its members 3. shared values influence mktg. efforts 4. way to build team spirit in the org. *Ethnocentric Outlook (home-country oriented) orientation of the foreign operation was based in that of the parent company Managerial Ethics -refers to rules Managing for International Corporations ...anything characterizing the home base of the firm that contriubted to its competitive success or competitive advantage ...management techniques need to change...when firm distributes its prodiction facilities over many countries competitive - choose from a number of trade, contractual and investment modes of foreign market The Porter Diamond and the Role of the Home Base -Four central aspects - determinants of competitive advantage

1. Factor Conditions -Labor, land, natural resources and physical capital - basic factors - inherited - Sophisticated infrastructure - labor educated and trained in very specific 2. Demand Conditions 3 aspects 1. Demand composition - sophisticad, demanding and anticipatory home demands 2. Demand size and pattern of growth - large, rapild 3. Degree of internationalization 3 Related and Supporting Industries -efficient, early, rapid and cost-effective inputs -ongoing coordination -innovation and upgrading *********** . a competitive domestic supplier industry is better than relying on well-qualified suppliers Orientation of multinational corps... Firm Strategy, Structure and Rivalry Most Important Interactions in the Diamond 1. Domestic rivals - clustered in a geographic region - contribute to the creation of factors especiallluy specialized, advanced actors 2. a group of domestic rivals contribute to the presence of specialized and sophisticated suppliers 3. Rivalry among domestic firms producing differentiated products enlarges home demand and makes it more sophisticated Cultural Issues .Cultural Dominance - there are MNCs that impose its own national or business culture on the foreign subsidiary . Cultural accommodation - MNCs try to blend into their host country culture at all cost .Cultural avoidance 0 both MNCs and hosts pretend as if there were no cultural differences . Cultural compromise - MNCs and partners meet each other half way, sometimes literally, conducting business in a third country . Another Method - look for ways in which the two Managing New Ventures . Entrepreneurship - process of organizing, operating and assuming the risk of a business venture The Role of Entrepreneurship in Society

1. Innovation - the resourcefulness and ingenuity typical of small business have spawned new industries ***************** Organizing is the process of creating an organization's structure. * Organizational structure is the formal arrangement of jobs within an organization. * Organizational design is the changing or development of organizational structure. Organization design involves 6 key elements: 1. work specialization -- job are grouped accdg to function 2. departmentalization 3. chain of command 4. span of control -number of people a supervisor can supervise (5 to 7) but now it depends on the quality of the leader 5. centralization and decentralisation - locating the seat of power decentralization -- every person is given a duty / responsibility deconcentration- administrative (memorandum, admin orders from regional to municipal, etc) devolution -- political in nature ex. Local Gov't Code of 1991 SHAPEST Social Health Agricultural Public Works Environment School Houses Tourism Police 6. formalization - rules and regulations Purposes -divides work to jobs and departments

Staffing -filling up and keeping filled positions in the organization HRM (Human Resource Management) -staffing practices that lead to high perfomrance work practices High Work Performance Practices -self-directed work teams -job rotation -high levels of skills training

-problem-solving groups -quality management procedure HRM process - influenced by external factors -labor unions -government laws (labor laws) -affirmative action programs 1. HR planning -assessing current human resources -assessing future HR needs -developing a program to meet future needs Current Assessment Meeting future needs -Recruitment - job fairs . Internet . Employee Referrals . Company web site . College Recruiting Decruitment --firing --lay offs --Attrition -- position that has not been laid off could not be filled in --transfers --reduced workweeks --early retirements --job sharing Selection -Selection Devices . Application forms . Written tests . Performance Simulation Tests . Interviews . Background Investigation . Physical Examination Orientation 1. work unit orientation

-- familiarizes the employee with the goals of the work unit and includes introduction to his or her coemployees 2. Organization orientation -- informs the employee about the org's objectives, history, procedures, rules and regulations Employee Training Types: - Interpersonal skills - building relationships -technical -business Trivia: 5% of company budget must be given to gender and or sexual harassment. -mandatory - safety, health, sexual harassment and other legal compliance -performance management -problem solving / decision making - personal Employee Performance Management -- written essays -critical incidents -graphic rating scales -(behaviorally anchored rating scales)BARS -multiperson comparisons -MBO -360 degrees feedback Compensation and Benefits -skill-based pay Career Development -career refers to the sequence of positions held by a person durg his or her lifetime Suggestions for a Successful Management Career 1. Select your job judiciously. 2. Do good work. 4. Present the right image. 4. Learn the power strategy. 5. Gain control of organizational resources. 6. Stay visible. 7. Don't stay too long in your first job. 8. Find a mentor. 9. Support your boss.

10. Stay mobile. - be around 11. Consider lateral career moves. 12. Continue upgrading your skills. 13. Develop a network. Current issues in HRM -managing downsizing -managing work diversity -sexual harassment -work-life balance and family friendly benefits Managing Technology innovations Strategic Issues in Managing Technology and Innovation Role of Mgt: - Encourage new product development - Ensure that tech is being used most effectively w/ the consumer's in mind. Environmental Scanning: -External Scanning -Impact of Stakeholders - lead users, -Market Research -Do internal scanning -Resource Allocation Issues - spending on R&D Time to Market Issues- time from inception to profitability; short cycle (4 years) -Strategy formulation - Leader or follower; -Product vs Process R&D -Technology Sourcing Outsourcing Technology: *********** Organheir businessizational Change Management (blue black, orange title) 4 stages to achieve -Denial -Resistance -Exploration -Renewal The Concept of Development Meaning -multi0dimensional prvess involving reorganizaton and reorientation 3 Objectives: 1. Raising people's living levels (incomes, levels of food, med.services)

2. Creating conditions conducive to the growth of peoples self-esteem - establishment of social, political and economic systems and institutions which promote human dignity and respect 3. Increasing peoples freedom to choose by enlarging the range of their choice variables development as econ growth - growth in GNP alternative interpretations of develpment * dev't as modernicatiopn - process of social change *dev't as distributive justice Sustainable Development - likely to achieve; lasting satisfaction of human needs and improvement of the quality of life and encompasses: -help to the poorest -idea of self-reliant dev't -cost effective dev ************* GLobalization consist of 3 interrelated factor What is your perspective *Parochialism - views the world solely through its own eyes and perspective *Ethnocnetric attitude - a parochialistic belief that the best approaches and practices are those of the home country *Polycentric attitude - managers in the host country know the best work approaches and practices for running their business *Geocentric attitude - using the best approaches and people from around the world The Global Environment *Global trade - shaped by 2 forces *Regional alliance -European Union Types of global organizations *MNCs - managed from a base un a hom\ **************** Work diversity ***** Governance To govern - to exercise power or authority over a territory, system or ogr Governance is the process of decision making -focuses on the formal and informal The 3 actors in Governance

1. The state -wielder of power, principal actor of governance -As enabler - provide the legal and regulatory framework and political order w/n which firms and orgs can plan and act -can encourage citizens to act by liberating them from fear of military reprisal when they criticize policies or serve marginalized groups *It can assure private firms that policies are fair and not subject to caprice or whim or the private interests of political officials 2. The civil society - consists of the complex of citizns and groups outside government bt working the public arena 3. The market- creates wealth for distribution, to harness the capabilities and resources of the strong 8m 3 transparent 4. responsive 5. consensus oriented 6 equity and inclusiveness 8. accountability