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Management

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the process of working with and through individuals and groups and other resources ( equiptment, capital,technology) to accomplish organizational goals

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Scientific Management Approach

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-developed by Frederick Taylor -the major concern was to scrutinize the performance of individual workers -the key was workers who produced more than others would receive greater rewards -advocated paying people by the number of units produced or sold rather than by the length of time -example: a game day salesperson might earn a commission based on the number of programs sold -important factors: pay, working conditions, increasing workers performance

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Human Relations Management Approach

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-grew out of studies conducted at Western Electrics during late 1920s and early 1930s -Mayos research on more than 20,000 employees -found that when employees believed that they were important, they became more cohesive and productive -conclusion: the managers concern for workers would lead to higher rates of job satisfaction, which would result in better performance and higher productivity

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Process Approach to Management

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-predominant theoretical framework used in the study and practice of management -focuses on managing the organization as a whole entity -uses a set of ongoing, interactive activities known as the underlying process of management

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Underlying Process of Management

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-to accomplish the goals and objectives of organizations, departments, or work units -original 7 process, reduced to 5 functions -POSDCORB (planning, organizing, staffing, directing, controlling and evaluating) -all the processes revolve around the managers actions and decisions

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Management Process

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-starts with planning and ends with controlling and evaluating

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Mintzberg

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-defined a role as a set of expected behaviors associated with a managerial position

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Mintzberg's Theory

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-the typical manager performs 10 roles, which are classified into 3 categories ( interpersonal, informational, decisional)

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Interpersonal Roles

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-3 specific roles: figurehead, leader, liaison

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Figurehead Roles

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-managers acting in symbolic and ceremonial ways -ex.) welcome visitors to an organization, represent the organization at a public function, or cut the ribbon for a new facility

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Leader Roles

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-relates to managers relationships with their followers -managers recruit, select, train, motivate, evaluate, and direct the followers energies and efforts toward accomplishing the organizations goals -examples: conducting a workshop on computer programming for the support staff and rewarding a staffer for outstanding job performance -example job: director of ticket sales

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Liason Role

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-managers ability to develop and cultivate relationships with individuals and groups outside the work unit or organization -example: coordinators of concessions usually maintain contact with vendors to determine when special sales will occur on certain supplies

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Informational Roles

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-assume these roles when they exchange and process information -roles include: monitor, disseminator, spokesperson

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Monitors

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-managers scan the environment for information about trends and events that can affect the organization -collect information from a variety of sources (subordinates, peers, supervisors, contacts, news media, internet , gossip, hearsay -example: a supervisor who has a casual conversation with other supervisors who plan to downsize support staff

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Disseminators

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-managers selectively pass on information to others in the organization or work unit -example: a supervisor who attends an athletic conference meeting then informs the subordinates of rule changes that were enacted in engaging

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Spokespersons

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-managers transmit information to persons or groups outside their organizations or work units -example: director of public relations of MLB club speaks to the local Kiwanis Club, she/he might tell the members about the upcoming season and special events

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Decisional Roles

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-4 categories: entrepreneur, disturbance handler, resource allocator, negotiator

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Entrepreneur

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-managers search for ways and take risks to effect change and improve their organizations -role example: provides the latest computer technology for the ticket office, franchise that makes a decision in player trading (bc the decision may come with a certain risk)

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Disturbance Handler

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-managers respond to unexpected situations that might disrupt the organizations normal operation -managers must react to such disruptions immediately -example: if the support staff of a sport marketing agency become ill with influenza and cannot report to working during the week of a major tennis tournament, the normal operations of this tournament will be interrupted -role example:event manager at agency would hire temporary help

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Resource Allocator

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-managers determine how best to allocate resources ( people, money, equipment, supplies, time, info) to each employee, group, work unit, or entire organization -example: coordinator of marketing and promotions provide support staff and assistants with adequate supplies to develop literature for informing the public about upcoming events

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Negotiators

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-managers confer with people inside or outside the work unit or organization to obtain concessions or to agree on pivotal issues -examples of role: bargaining and reaching an agreement with subordinates, a regulatory agency, an interest group, or a vendor

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Leadership

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-the process of influencing the activities of an individual or group in an effort to achieve a goal in a given situation -primary goal: exert influence on individual and group behaviors (either toward the leaders goals or toward the organizations goals, or both)

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Leaders and Managers similarities

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-both involve people working with other people -conceptualized as an interactive process

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Leaders and Manager differences

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-with respect to the ways in which leaders and managers accomplish their objectives -managers are ofter leaders, but not all leaders are necessarily managers -term leader is broader than manager -NOT THE SAME

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People function as Managers

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-primarily focused on efficiency and doing things right -cope with complexity

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People function as Leaders

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-concerned with effectiveness and doing the right things -cope with change

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Approaches to study of leadership

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1. theories that attempt to explain why some people are good leaders and why some people are not 2. models that represent observed patterns of effective leadership that can be learned

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behaviors centered on tasks

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-primarily concerned with the technical or formal aspects of jobs and considering followers primarily as the means for accomplishing the organizations goals

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behaviors centered on employees

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-primarily concerned with interpersonal relations, meeting personal needs of followers, and accommodating personality differences among followers

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Full Range of Leadership Model

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-developed by Bass and Avolio (1994) -based on research investigations of a variety of leader behaviors ( transactional, laissez faire, transformational)

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Transactional Leadership Style

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-implies an exchange between leaders and followers whereby they agree on the types of performances that will lead to reward or punishment for followers

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Transactional Leadership 3 Reinforcement Behaviors

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1. contingent reward 2. active management by exception 3. passive management by exception

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Contingent Reward

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-leaders attempt to be clear about expectations of followers -when followers performances are satisfactory, leaders can provide rewards (praise, increase in pay) -when unsatisfactory, leaders can respond with notification of inadequacies and idealy with additional clarification

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Management by Exception (MBE)

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-more negative approach -"if it aint broke, dont fix it" philosophy

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MBE Active Leaders

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-keep track of followers performances -when they make mistakes, leaders take correct action

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MBE Passive Leaders

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-dont monitor followers performances -wait passively, only make corrections when mistakes occur

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Non transactional Leadership Style

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-"laissez-faire" -in reality its not a leadership style at all bc the people who use this approach are passive -avoid all forms of leadership -neither monitor, nor correct their followers -LEAST EFFECTIVE STYLE

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Transformational Style

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-MOST EFFECTIVE -leaders practice the 4 I's: idealized influence, inspirational motivation, intellectual stimulation, individualized consideration -trustworthy, encouraging, risk taking, considerate -raise followers conscious about importance of outcomes, reach outcomes by putting organizational interests ahead of self interests

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Managerial leadership

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-the combination of management and leadership into a coherent, integrated concept

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Kotter

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-observed good management skills are need to maintain " a degree of consistency and order," and good leadership skills are needed to "produce movement" in a business

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Soucie 1994

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-conceptualized leadership and managerial behaviors as a unified concept -suggested that management and leadership are qualitatively different and that each complements each other

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Quarterman 1998

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-provided further support for this notion when he noted in his study that NCAA conference commissioners used both management and leadership skills, depending on the given situation

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Hierarchy of an Organization

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-managers are usually classified as to level, middle level, or supervisory level

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Top-level Managers

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-small amount -known as executive or senior level managers, most power and authority -responsible for entire organization or major part of it

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Middle-level Managers

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-administrative level managers, selected by top level managers -accountable to top level managers -responsible for employees below them -responsible for: managing a department or unit that performs an organizational function & ensuring that the assigned tasks are done efficiently -must be BOTH leaders and followers -connected to supervisors and subordinates

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Supervisory-level Managers

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-first line managers or supervisors, report to middle level managers, responsible for the employees who work in their units -responsible for operatives or technical specialists -least amount of authority

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6 Steps of Decision Making

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1.defining or framing the problem 2.identifying criteria for decision 3.developing and evaluating alternatives 4.selecting an alternative 5.implementing the alternative 6.evaluating the effectiveness of the decision

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Power

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-the ability to influence others -control over resources -legitimate power, reward power, coercive power

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Legitimate or Positional Power

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-comes from the leadership or management position that a person holds in the hierarchy( top level manager, middle level manager, supervisory level manager)

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Reward Power

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-the person in the organization that provides the rewards to the employees, holds the power

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Coercive Power

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-the person in the organization who provides sanctions, punishments, or threats to employees has power -examples: reprimands, demotions, decreased access to resources

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Referent Power

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-stems from charisma, charm, appeal -peoples perception of the person with power because of personality characteristics, respect, admiration

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Export Power

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-knowledge and skills that are perceived as valuable in a particular situation

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Information Power

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-the person with the power has access to information(not expertise) -similar to export power -developed by French and Raven(1959)

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Important Facts about Power and its sources

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-people often rely on more then one power -recognize the organizational sources of power can be revoked -exercising power: ultimate goal is to influence others

Prt 266:Chapter 5 – Flashcards

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