MGMT 371 Organization Management and Behavior
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MGMT 371 Organization Management and Behavior
description
MGMT 371 Organization Management and Behavior. House Rules 1. The back row of students will clean up the classroom and straighten chairs/tables after each session. 2. No electronic distractions—if you violate this rule you will stand and sing a Justin Bieber or Jonas Brothers song of my choice. - PowerPoint PPT Presentation
Transcript of MGMT 371 Organization Management and Behavior
MGMT 371
Organization Management and Behavior
House Rules
1. The back row of students will clean up the classroom and straighten chairs/tables
after each session.
2. No electronic distractions—if you violate this rule you will stand and sing a Justin
Bieber or Jonas Brothers song of my choice.
House Rules
3. Cheating brings pain. Failing to confess cheating brings pain. Failing to report cheating brings pain.
Reporting (and, when possible, documenting) cheating brings rewards.
We have built ourselves a world.
Everything around you, everything you use, everything you know,
and most of what you believe, want, and do, is the result of management.
Individuals, groupsGood, bad
Decisions, implementationEnvironment, adaptation
Course Structure: Functions of ManagementKNOW THIS: Planning, Leading, Organizing, Controlling
Planning Thinking ahead, creating a map
Leading Getting people to act
Organizing Getting them to act usefully in an intelligent way
Controlling Learning and changing
This course can help you
Earn respect and stand outGet better jobsGet what you wantThrive at work—get things done, lead if you wantBe a better parent and group memberSee the world with new eyes Be a better human being
ThinkHigh participationCross-functional, integrated view of businessTrust, honesty, integrity, high standards
AND
Sufficient time and energy
Shared goals to start with
Symptoms: Lousy papersNot keeping upCan’t answer questions or contribute to discussionAbsence, tardiness, sleepinessDifficulty with midterm exam
Causes:Conflicting prioritiesExcessive course loadJuggling a job and too many courses
Typical Workload Problems
A 5 %B 15 %C 55 %D/F 25 %
A typical semester might look like this…
Syllabus and schedule highlights
http://yourpeakescape.com/uscupstate
GradingPreparation/participation—see syllabus
Ten-point scale, no pluses/minuses
Papers: part of prep/part, follow the format, due on time.
Chapter 1: Managing
What are major competitive challenges?What creates competitive advantage?What is management and how is it changing?Management levels and skills? What principles will help your career?
Four Major Competitive Challenges
Globalization
Technological change
Knowledge management
Collaboration across boundaries
Concept Definition
Innovation The introduction of new goods and services
Quality The excellence of your product
Service Giving customers what they want or need, the way they want it
Five basic ways to compete
Concept Definition
Speed Fast and timely execution, response, and delivery of results
Cost-competitiveness Keeping costs low to achieve profits and offer prices attractive to customers
Five basic ways to compete
Concept Definition
Delivering all five Incorporating innovation, quality, service, speed, and cost competitiveness
There are trade-offs—must find a winning mix.
What creates competitive advantage?
What is management?Management
The process of working with people and resources to accomplish organizational goals effectively and efficiently
EffectiveWhether you achieve goals
EfficientWhether you achieve goals with minimal waste of
money, time, materials, and people
Four Functions of ManagementKNOW THIS: Planning, Leading, Organizing, Controlling
Planning Thinking ahead, creating a map
Leading Getting people to act
Organizing Getting them to act usefully in an intelligent way
Controlling Learning and changing
Performing all Four Functions of Management
A manager’s day is not neatly divided into the four functions
Successful managers handle all four functions simultaneously
Management Levels and Skills
Top-LevelManagers
Middle-Level Managers
Frontline Managers
Management Levels and Skills
Top-level managers Senior executives
responsible for the whole organization
Middle-level managers
Middle of the hierarchy
report to the top
Frontline managers Operational managers
Supervisors
Line managers
Three roles of managers
“Working leaders”: less hierarchy, more teamwork
Managers have essentially three roles:Interpersonal—dealing with people/relationshipsInformational—supplying, obtaining, sharingDecisional—making decisions or managing the
decision-making process
What principles will help your career?
Emotional Intelligence
Understanding yourself—strengths, weaknesses
Managing yourself—deal with emotions, make good decisions, seek/use advice, use self-control
Dealing effectively with others—listen, show empathy, motivate, lead
What principles will help your career?
Be a specialist AND a generalistknow a lot about something, and something about a lot
Be self-reliant AND ask for help
Be connected and develop goodwill/social capital
Think about/manage your relationship with your company
What we just didChapter 1: Management
What are major competitive challenges?What creates competitive advantage?How is management changing?How does management vary by level in organization?What skills make an effective manager?What principles will help your career?
