Motivating Older WorkersA Lifespan Perspective on the Roleof Perceived HR Practices
1. Management From HR Perspective (1)
41
Management & Managers From HR Perspective
description
Human Resource
Transcript of 1. Management From HR Perspective (1)
Management & ManagersFrom HR Perspective
WHAT IS MANAGEMENT?
• “Management is the art of getting things done through people” – Mary Parker Follett (management scholar)
• “The job of a managers is to give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals” – Peter Drucker (management theorist)
• “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others” – Jack Welch (former CEO of GE)
Management Functions
Management is the attainment of organizational goals in an effective and efficient manner through:• Planning• Organizing• Leading • Controlling organizational resources.
Management Functions
PlanningSelect goals and ways to
attain them
Performance
- Attain goals- Products- Services- Efficiency- Effectiveness
- Human- Financial- Raw
materials-
Technological- Information
Resources
ControllingMonitor activities and
make corrections
OrganizingAssign responsibility for task accomplishment
LeadingUse influence to motivate
employees
Management Functions
WHO ARE MANAGERS?
Manager and employee
Angry Manager
Today, managers rely less on command and control and more on coordination and
communication
DISCUSSIONDescribe the rewards & challenges of being a
manager
One day you become an HR Manager!!!
Dear Ms. Nguyen,
This is to announce starting from April 1st of 2015 you are promoted to Manager of Human Resource Department. Congratulations!
Sincerely,
CEO
How would you feel?
• Star Performer Manager?
• Individual Expertise Supervising former peers, keeping up with paperwork, understand financial and operational issues
• Do specific task build systems
WHAT DO MANAGERS SPEND MOST OF THEIR TIME ON?
Welcome to the World of Management – A profound transformation
From IndividualIdentity
To Manager Identity
• Specialist, performs specific tasks
• Get things done through own efforts
• An individual actor• Works relatively
independently
• Generalist, coordinates diverse tasks
• Get things done through others
• A network builder• Works in highly
interdependent manner
It’s not just about you !
Manager Achievement Test
Do you really want to be a Manager?
- The increased workload
- The challenge of supervising former peers
- The headache of responsibility for others
- Being caught in the middle
Steve Jobs talks about managing people
Exhibit 1–1 Managerial Levels
Management Skills
1. Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.
2. Human skills: the ability to understand, alter, lead, and control people’s behavior.
3. Technical skills: the job-specific knowledge required to perform a task.
Required Management Skills
TopManagers
MiddleManagers
LineManagers
Conceptual Human Technical
10 Manager Roles (by Mintzberg)
New workplace characteristics
& new management competencies
The New Workplace The Old Workplace
Characteristics
Technology Digital Mechanical
Work Flexible, virtual Structured (hierarchy), localized
Workforce Empowered; diverseLoyal employees; homogeneous
Management Competencies
Leadership Empowering Autocratic
Doing Work By teams By individuals
Relationships Collaboration Conflict, competition
Assignment
Interview an HR Manager
An overview of Management Trends and Theories
An overview of Management Trends and Theories
• Classical Perspective• Humanistic Perspective• Management Science Perspective• Learning Organization
An overview of Management Trends and Theories
Management Trends and Theories Classical Perspective
• Early formal study of management• Emerged during 19th – early 20th century• Emphasized scientific approach to management• Sought to make organizations efficient operating machines• Sub-fields:
– Scientific Management– Bureaucratic Organization– Administrative Principles
Classical Perspective Scientific ManagementClassical Perspective
Scientific Management
• Initiated by Frederick Taylor, late 1800’s known as the father of scientific management
• Proposed that workers could be “retooled like machines, their physical and mental gears re-calibrated for better productivity”
• Via the systematic study of the relationships between people and tasks to redesign the work for higher efficiency.– Taylor sought to reduce the time a worker spent on
each task by optimizing the way the task was done.
Scientific Management The 4 Principles
Scientific Management The 4 Principles
1. Study the way the job is performed now & determine new ways to do it.• Gather detailed, time and motion information.• Try different methods to see which is best.
2. Codify the new method into rules.• Teach to all workers.
3. Select workers whose skills match the rules set in Step 2.
4. Establish a fair level of performance and pay for higher performance.• Workers should benefit from higher output.
Q: Drawbacks?Scientific Management Approach
Classical Perspective Bureaucratic Organization
Classical Perspective Bureaucratic Organization
During 1880s, European orgs managed on a personal and family-like basis
loyal to individual, not org or mission
• Introduced by Max Weber (1856-1915), suggested that organization be managed on:– Impersonal, rational basis (i.e. not personal, family-like basis)– Separation of management and ownership
Bureaucratic Organization Key Principles
Bureaucratic Organization Key Principles
A Bureaucracyshould have
Written rules
System of taskrelationships
Hierarchy ofauthority
Fair evaluation and reward
Q: Drawbacks?
Classical Perspective Administrative Principles
Classical Perspective Administrative Principles
• Contributed by Henri Fayol, Mary Parker Follett, & Chester I. Barnard
• Focused on total organization efficiency and effectiveness, delineating management functions of:– Planning,– Organizing,– Commanding,– Coordinating, and– Controlling
Classical Perspective Administrative Principles
Classical Perspective Administrative Principles
Henri Fayol developed 14 principles of management:
1. Division of Labor: allows for job specialization.
2. Authority and Responsibility: includes both formal and informal authority resulting from special expertise.
3. Unity of Command: Employees should have only one boss.
4. Line of Authority: a clear chain from top to bottom
5. Centralization: the degree to which authority rests at the very top.
Classical Perspective Administrative Principles
Classical Perspective Administrative Principles
6. Unity of Direction: One plan of action to guide the organization.
7. Equity: Treat all employees fairly in justice and respect.
8. Order: Each employee is put where they have the most value.
9. Initiative: Encourage innovation.
10. Discipline: obedient, applied, respectful employees needed.
Classical Perspective Administrative Principles
Classical Perspective Administrative Principles
11. Remuneration of Personnel: The payment system contributes to success.
12. Stability of Tenure: Long-term employment is important.
13. General interest over individual interest: The organization takes precedence over the individual.
14. Esprit de corps (team spirit): Share enthusiasm or devotion to the organization.
Management Trends and Theories
Humanistic Perspective Human-relations movement
Management Trends and Theories
Humanistic Perspective Human-relations movement
• States satisfaction of employees’ basic needs as key to increased productivity
A movement in Management thinking and practice that emphasizes satisfaction of employees’ basic needs as the key to increased productivity
Humanistic PerspectiveHuman-Resources Perspective
Humanistic PerspectiveHuman-Resources Perspective
Suggests job should be designed to meet higher-level needs by allowing workers to use their full potential
Maslow’s hierarchy of needs
Emerged in 1930, emphasized understanding- Human behavior,- Needs- Attitudes in the workplace
Humanistic Perspective Human-Resources Perspective
Humanistic Perspective Human-Resources Perspective
Theory Y
Employee is not lazy, seeks responsibility
Manager must create work setting to build initiative
Provide authority to workers
Theory X
Employee is lazy, avoid work
Managers mustclosely supervise
Create strict rules & defined rewards and punishment
McGregor’s Theory X vs. Theory Y
Humanistic Perspective Behavioral Sciences Approach
Humanistic Perspective Behavioral Sciences Approach
Using scientific methods and draws from: SociologyPsychologyAnthropologyEconomics and other disciplines To develop theories about human behavior and interaction in an organizational setting.
Management Trends and Theories Management Science PerspectiveManagement Trends and Theories Management Science Perspective
• Uses rigorous quantitative techniques to management decision making and problem solving.
Quantitative management: utilizes linear programming, modeling, simulation systems.
Total Quality Management (TQM): focuses on managing the total org. to deliver quality to customer.
Six-sigma: seeks to improve the quality by identifying and removing the causes of defects and minimizing variability in manufacturing & business process
Management Information Systems (MIS): provides information about the organization.
Management Trends and Theories Learning Organizations
Management Trends and Theories Learning Organizations
• Inspired by Peter Senge’s book, The fifth Discipline: The Art and Practice of Learning Organization. 1990
“An org in which everyone is engaged in identifying and solving problems Enabling the org to continuously experiment, improve, and increase its capability”
Learning Organizations The spirit of the learning organization
Learning Organizations The spirit of the learning organization
• “Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs.” Peter Senge.
• Q: what that means to you?
