Chp01 Final
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Transcript of Chp01 Final
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7/29/2019 Chp01 Final
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2006 by South-Western, a division of Thomson Learning. All rights reserved 1-1
Chapter 1
The Changing Paradigm of
Management & Foundationsof Learning Organizations
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2006 by South-Western, a division of Thomson Learning. All rights reserved1-2
Learning Objectives1. Explain the differences between efficiency and effectiveness
and their importance for organizational performance.
2. Define ten roles that managers perform in organizations.
3. Discuss the management competencies needed to deal withtodays turbulent environment, including issues such asdiversity, globalization, and rapid changes and the skillsneeded for crisis management.
4. Describe the learning organization and the changes in
structure, empowerment, and information sharing managersmake to support it.
5. Understand how historical forces influence the practice ofmanagement
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2006 by South-Western, a division of Thomson Learning. All rights reserved
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Learning Objectives(contd.)
6. Identify and explain major developments in the history of
management thought.
7. Describe the major components of the classical and
humanistic management perspectives.
8. Discuss the scientific management perspective and its
current uses in organizations.
9. What role does contingency play in organizations?
10. Explain the major components of total quality management.
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2006 by South-Western, a division of Thomson Learning. All rights reserved
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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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Ex 1.1 The Process of Management
Planning
Leading
Resources
Controlling Organizing
Performance
Human
Financial
Raw Materials
Technological
Information
Attain goals
Products
Services
Efficiency
Effectiveness
Use influence to
motivate employees
Select goals and
ways to attain them
Assign responsibility for
task accomplishment
Monitor activities and
make corrections
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Organization
An organization is a social entity that
is goal directed and deliberatelystructured.
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Effectiveness and Efficiency
Organizational effectiveness is the degree to which
the organization achieves a stated goal, or succeeds in
accomplishing what it tries to do.
Organizational efficiency refers to the amount of
resources used to achieve an organizations goal.
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Ex. 1.2Relationship of Conceptual, Human, and
Technical Skills to Management Level
Technical SkillsHuman SkillsConceptual Skills
Management Level
Top Managers
Middle Managers
First-Line Managers
Non-managers (Personnel)
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Ex. 1.3 Ten Manager Roles
Informational Interpersonal Decisional
Monitor
Disseminator
Spokesperson
Figurehead
Leader
Liaison
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
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Centered around information and ideas
Work is free-flowing and flexible
Organized around networks,work is often virtual
Characteristics of the
New Workplace
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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
Tell the truthPut people before
business
Be visible
Know when to get
back to business
Crisis Management Skills
Crisis Management
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Ex. 1.5 Elements of a Learning Organization
Team-Based
Structure
LearningOrganization
Empowered
Employees
Open
Information
Garvin (1993) defines a learning organization as a firm skilled at creating, acquiring, &
transferring knowledge, and modifying its behaviors to reflect new knowledge & insight
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Ex. 1.6 Three Types of E-Commerce
E-commerce represents
business exchanges ortransactions that occur
electronically. It
replaces or enhances
the exchange of money
and products with the
exchange of data and
information from one
computer to another.Exhibit 1.6
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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 theavailability, production, & distribution of a
societys resources.
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Ex. 1.7 Management Perspectives Over Time(adapted)
1890 1940 1960 1980 2000 2010
Classical PerspectiveHumanistic Perspective
Management Science Perspective
Systems Theory
Contingency Views
Total Quality Management
The Learning Organization
The Technology-Driven Workplace
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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. Administrative principles
3. Bureaucratic organizations
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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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People are lazy
People lack ambition
Dislike responsibility
People are self-centered
People dont like change
People are energetic
People want to make
contributions
People do have ambition
People will seek
responsibility
Ex. 1.9 Theory X & Y (adapted)
Theory X Theory Y
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The Contingency Approach
means that one thing depends on other
things, and for organizations to beeffective, there must be a goodness of
fit between their structure and the
conditions in their external environment.