Managing the

New Workplace

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 Definition of Management

The attainment of organizational goals in an

effective and efficient manner through:
Planning,
Organizing,
Leading, and
Controlling of organizational resources.

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 Management Functions

Planning

Select goals and

ways to attain them
Resources Performance
Human Attain goals
Controlling Organizing Products
Financial
Monitor activities and Services
Raw Materials Assign responsibility for
make corrections
task accomplishment Efficiency
Technological
Information Effectiveness

Leading
Use influence to motivate
employees

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 Management Skills

Management Level
Top Managers
Conceptual Skills Human Skills Technical Skills
Middle Managers
First-Line Managers
Non-managers (Personnel)

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 Ten Manager Roles
Three Conceptual Categories

Informational
Informational Interpersonal
Interpersonal Decisional
Decisional

Monitor Figurehead Entrepreneur

Disseminator Leader Disturbance handler
Spokesperson Liaison Resource allocator
Negotiator

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 Characteristics of the
New Workplace

Centered around information and ideas

Work is free-flowing and flexible
Organized around networks,work is often virtual

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 Management Competencies
of Today

Embrace ambiguity
Create organizations that are:
Fast
Flexible
Adaptable
Relationship-oriented
Focus on:
Leadership
Staying connected to employees and customers
Team building
Developing a learning organization

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 Stay Calm Be visible

Crisis Management Skills

Put people before Know when to get

Tell the truth
business back to business

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 Elements of a
Learning Organization

The essential idea is problem solving, in contrast to

the traditional organization designed for efficiency.

Learning
Organization
Empowered Open
Employees Information

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 Three Types of E-Commerce

E-commerce represents
business exchanges or
transactions that occur
electronically. It
replaces or enhances
the exchange of money
and products with the
exchange of data and
Exhibit 1.6 information from one
computer to another.

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 Management & Organization

Social Forces values, needs, and standards of behavior.

Political Forces influence of political and legal
institutions on people & organizations.
Economic Forces forces that affect the availability,
production, & distribution of a societys resources.

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Management Perspectives Over Time

2000
The Technology-Driven Workplace
1990 2010
The Learning Organization
1990 2000
The Learning Organization
1980 2010
Total Quality Management
1970
Contingency Views
1950
Systems
2000
1940
Management Science
1930
Humanistic
1990
1890
Classical
1940
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 Classical Perspective

Emphasized a rational, scientific approach to the

study of management.
Sought to make organizations efficient.

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 Classical Perspective
Three Subfields

1. Scientific management
2. Bureaucratic organizations
3. Administrative principles

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 Characteristics of
Scientific Management
General Approach
Developed standard method for performing each job.
Selected workers with appropriate abilities for each job.
Trained workers in standard method.
Supported workers by planning work and eliminating interruptions.
Provided wage incentives to workers for increased output.
Contributions
Demonstrated the importance of compensation for performance.
Initiated the careful study of tasks and jobs.
Demonstrated the importance of personnel and their training.
Criticisms
Did not appreciate social context of work and higher needs of workers.
Did not acknowledge variance among individuals.
Tended to regard workers as uninformed and ignored their ideas.
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 Elements of Bureaucracy

1. Labor is divided with clear definitions of authority and responsibility.

2. Positions are in hierarchy of authority.
3. Personnel are selected and promoted based on qualifications.
4. Acts and decisions are recorded in writing
5. Management is separate from the ownership.
6. Rules and procedures ensure reliable, & predictable behavior. Rules
are impersonal and uniformly applied.

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 Administrative Principles

Contributors to this approach: Henri Fayol, Mary

Parker, and Chester I. Barnard.
Focused on organization rather than the individual.
Delineating the management functions of planning,
organizing, commanding, coordinating, and
controlling.

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 Administrative Principles &
Henri Fayols 14 Points

Divisionof
Division ofwork
work Centralization
Centralization
Authority
Authority Scalarchain
Scalar chain
Discipline
Discipline Order
Order
Unityof
Unity ofcommand
command Equity
Equity
Unityof
Unity ofdirection
direction Stabilityand
Stability andtenure
tenureof
ofstaff
staff
Subordinationof
Subordination ofindividual
individual Initiative
Initiative
interestfor
interest forcommon
commongood
good Espritdedecorps
corps
Esprit
Remuneration
Remuneration

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 Humanistic Perspective

Emphasized understanding human behavior.

Dealt with needs & attitudes in the workplace.
Truly effective control comes from within the
individual worker rather than authoritarian control.
Hawthorne Studies brought this perspective to
forefront.

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 Humanistic Perspective
Three Sub-Fields

Human Relations Movement.

Human Resources Perspective.
Behavioral Sciences Approach.

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 Human Relations Movement

Ten year study.

Four experimental & three control groups.
Five different tests.
Test pointed to factors other than illumination for
productivity.
1st Relay Assembly Test Room experiment, was
controversial, test lasted 6 years.
Interpretation, money not cause of increased output.
Factor that increased output, Human Relations.
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 Human Resources Perspective

Emphasizes understanding human behavior, needs and

attitudes in the workplace.

Combines design of job tasks with theories of

motivation.
Maintains an interest in worker participation.
Considers the daily tasks that people perform.

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 Abraham Maslows
Hierarchy

General Organizational
Examples Examples
Self-
Self-fulfillment actualization Challenging Job

Status Esteem Job Title

Friendship Belonging Friends

Stability Safety Retirement Plan

Shelter Physiological Wages

Based on needs satisfaction
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 Douglas McGregor
Theory X & Y

Theory X Theory Y
People are lazy People are energetic
People lack ambition People want to make
Dislike responsibility contributions
People are self-centered People do have
People dont like ambition
change People will seek
responsibility

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 Behavioral Sciences Approach

Develops theories about human behavior based on

scientific methods & study.
Sub-field of the Humanistic Perspective.
Applies social science in an organizational context.
In understanding employees draws from
economics, psychology, sociology.

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 Management Science Perspective

Emerged after WW II.

Distinguished for its application of mathematics,
statistics to problem solving.
Operations Research emerged.
Operations Management emerged.
Management Information Systems emerged.

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