Содержание
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The management role
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Announcements
Attendance – will be marked from now on HW – Late home works will not be graded from now on Mbox – results online, feedback Read the Guidebook according to the lectures Katya’s question on Fayol
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HW feedback
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HW Feedback – our class
Myers-Brigs Type Indicator
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Morgan’s Metaphors – class options
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Recap
What is industrial sociology?
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What is the difference between introversion and extraversion?
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Why is the psychological concepts important to managers? For example, Employee personality?
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How do you understand Psychological contract and do we have them in Kazakhstan?
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Why do we need Stakeholder Model?
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Importance of Organizational Goals and Objectives
“If you do not know where you are going you cannot tell if you have arrived!” CORPORATE STRATEGY – serves to describe organization’s sense of purpose, and plans and actions for its implementation
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Relationship between People and Successful Strategies (by Johnson et al.)
People as a resource People and behavior Organizing people “Creating a climate where people strive to achieve success and the motivation of individuals are crucial roles of any manager and are central a part of their involvement in their organization’s strategy”
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Managers’ skills and competencies
Should be strategically aware and appreciate the origins and nature of change Possess a comprehensive set of skills and competencies Be able to deal effectively with the forces which represent opportunities and threats to organization Effective strategic management creates a productive alliance between the nature and the demands of the environment, the organizations’ cultures and values the resources that the organization has at its disposal
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Strategy and Synergy
Synergy can be experienced when 2 companies merge Strategy of the obtained firm should be changed and adjusted accordingly The new organization could benefit from combined strength and opportunities, skills and expertise. It is possible to experience negative Synergy (2+2=3)
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Types of Mergers
5-15 Conglomerate Vertical Horizontal No Relationship between companies
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Organizational Goal
Reasons for organizational existence The activities of the organization are directed to attain goals To be effective goals: Should be emphasized Stated clearly Communicated to all members of organization
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Mission vs. Vision
What is the difference?
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Vision provides the overall of reference within which mission statements are written and goals selected
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Mission
Reason for a company’s existence Sets an organization’s purpose, guiding values and principles and the way in which it intends to achieve its objectives, while recognizing the interests of other stakeholders.
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Organizational Goals
If you don’t know where you are going, you cannot tell if you have arrived Function of organization – creation and /or supply of goods and services Organizational goals – more specific than function Nature of inputs and outputs Series of activities through which outputs are achieved Interactions with external environment
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Functions of goals
Provide a standard of performance Provide a basis for planning and management control Provide guidelines for decision-making and justification for actions taken Influence the structure of the organization and help determine the nature of technology used Help develop commitment of individuals and groups to the activities of the organization Give an indication of what the company is really like Serve as basis for the evaluation of change and organizational development Serve as basis for objectives and policies of the company
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Characteristics of good goals
Understandable Contain a time element Carefully drawn Subject to alignment Otherwise, known as SMART goals Specific Measurable Achievable Relevant Time-bound
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I want to graduate from the University Vs. I want to graduate from ISE with major in management and minimum GPA 3.5 by June 2013
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Objectives
Objectives set out the specific goals of the organization, the aims to be achieved and the desired end results. They are smaller than goals and represent specific actions in the near future to be taken to achieve the goals
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Objectives and Policy
Objectives – set out more specifically the goals of organization, the aims to be achieved and the desired end-results. Main objectives include: Survive Maintain growth and development Make profit Policy – is developed within the framework of objectives. Is a guideline for organizational action and the implementation of goals and objectives Translated into Rules, Plans, Procedures Relates to all activities of the organization at all levels
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Key Areas for Organizational Objectives
Market standing – position in relation to competitors Innovation – commitment to R&D Productivity – production levels and standards Physical and financial resources – use, acquisition and maintenance of capital and financial assets Profitability – target profit Managerial performance and development – rates of levels of managerial growth Worker performance and attitude – rates of worker productivity, their desired attributes Public Responsibility – company’s responsibilities to stakeholders and the extent to which it intends to live up to those responsibilities Internet usage – extent of usage to reach company’s goals
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Working with Organizational Objectives
An organization should set three types of objectives: 1. Short-term – 1 year or less 2. Intermediate-term – 1-5 years 3. Long-term – 5 to 7 years Developing a Hierarchy of Objectives: Principle of breaking a larger objective into smaller sub-objectives so that individuals at different levels and sections of the organization know what they must do to help reach the overall organizational objective.
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Guidelines for Establishing Quality Objectives 1. Let those responsible for attaining objectives have voice in setting them 2. State objectives as specifically as possible 3. Relate objectives to specific actions whenever necessary 4. Pinpoint expected results 5. Set goals high enough that employees have to strive to meet them 6. Specify when goals are expected to be achieved 7. Set objectives only in relation to other organizational objectives 8. State objectives clearly and simply
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Management by Objectives (MBO)
The MBO strategy: 1. All individuals are assigned a specialized set of objectives 2. Performance reviews are conducted periodically 3. Rewards are given to individuals
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MBO Process:
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MBO Example at credit dep’t of Regions Bank
75% of portfolio reviewed by Dec. 15 Perform 2 reviews per week Submit 2 reviews weekly to supervisor Praise, raise, or reprimand at evaluation Goals for next period are set Supervisor reviews weekly work
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Factors Necessary for a Successful MBO Program
1) Top management must be committed and set appropriate objectives 2) Managers and subordinates must develop and agree on individual’s goals 3) Employee performance should be evaluated against established objectives 4) Management must follow through on employee performance evaluations
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MBO Benefits and Problems
Benefits of MBO Advantages Manager and employee efforts are focused on activities that will lead to goal attainment Performance can be improved at all company levels Employees are motivated Departmental and individual goals are aligned with company goals Disadvantages Constant change prevents MBO from taking hold An environment of poor employer-employee relations reduces MBO effectiveness Strategic goals may be displaced by operational goals Mechanistic organizations and values that discourage participation can harm the MBO process Too much paperwork saps MBO energy
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Manager’s role
Manager – a person who is responsible for coordinating resources and the actions of others, for the achievement of goals is involved with leading people to achieve goals need to coordinate the actions of people, together with other resources, such as money, materials and technology.
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Differences between managers
Levels and functions of management
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Levels of management
Upper-level management (a/k/a senior-level management) Strategic planning and broad decision scope Middle-level management Divisional planning and intermediate decision scope Lower-level management (a/k/a junior-level management or operational management) Operational planning and narrow decision scope
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Fundamentals of Decisions
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Functional vs. General managers
Functional managers are responsible for managing a particular section of operations, such as marketing, finance or communications. General managers are responsible for the achievement of broader goals, or can be responsible across different functions. QUESTION: Which one would you want to be?
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Differences between managers
2. Qualities of the Individual Manager Question: If you were hiring a manager for your company – what would you do to learn if he has skills to be a good manager for you
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Management Skill: The Key to Management Success
Defining Management Skill Ability to carry out a process of reaching organizational goals by working with and through people and other organizational resources Remember? Effectiveness and efficiency
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Classic vs. Contemporary view on Management skill
Management Skill: A Classic View Technical Skills Human Skills Conceptual Skills Management Skill: A Contemporary View 1. Define major activities that managers typically perform 2. List skills needed to carry out these activities successfully
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Attributes and qualitiesof a manager
Technical competence The application of knowledge to tasks Social and human skills Interpersonal relationships and judgement Conceptual ability Understanding the complexities of the organisation as a whole and its environment
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Management Skill: The Key to Management Success
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Behaviour pattern of managers:
Despite working in different jobs and organisations, most managers undertake two common activities: Agenda-setting Network-building
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Hard and soft skills
Hard skills are used for Conducting disciplinary matters Fighting one’s corner in debates Budgeting Soft skills are used for Counselling Supporting Advising Successful managers can adjust their approach across the spectrum of skills.
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Situational management
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Key strategies for future managers
Developing leadership Driving radical change Reshaping culture Dividing to rule Exploiting the organisation Keeping the competitive edge Achieving constant renewal Managing the motivators Making team working work Achieving total management quality
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Delegation
- Process of entrusting authority and responsibility to others through-out the various levels of organization Upward delegation Lateral delegation Downward delegation Benefits: Best use of time A means of training and development Strength of the workforce
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Question: Why managers would lack to delegate?
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Reasons for Lack of Delegation
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Question: Do you think most of the students in the world are lazy or hard-working?
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Assumptions about human nature
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Self-Sealing Value Loop
Copyright 2007 Prentice Hall 4-56 Manager believes most employees dislike work Manager imposes tight controls, punishments, and rewards Trust and autonomy decline Employees work within the rules but do not innovate and improve Manager concludes that original assumption is correct “See! I was right. My own experience proves it.”
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Empowerment
- Allowing employees more freedom, autonomy and self-control over their work, and responsibility for decision-making Anticipated effects: Motivated stuff Quality customer service Improved profits Question: Would you want to empower your employees this way? Will it work for our country?
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Gender Differences
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Women and minority management
So-called “male values” Rationality, competition, control, and self-assertion So-called “female values” Intuition, caring, emotion, acceptance, and cooperation “Glass ceiling”??
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Glass Ceiling
An invisible barrier separates women and minorities from top management positions Fortune 500 Women Corporate Officers 2005 = 16.4% 2000 = 12.5% 1995 = 8.7% Only eight Fortune 500 companies have female CEOs Ethical Dilemma: A Man’s World
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Cultural Influences
Culture influences: the types of people that are described as managers the qualities valued in managers the level and scope of managerial work styles of management. EXAMPLES: in Malaysia, all administrative and managerial personnel are described as managers in France, executives and professional employees are not included as managers in South Korea, graduates recruited to white-collar jobs would be defined as managers even though they would not be promoted to managerial work until later in their career. QUESTION: What about our country?
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Managers’ role: what they do?
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Managers’ activities according to Gulick and Urwick
Planning Organising staffing Directing coordinating reporting budgeting.
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The manager’s roles: Mintzberg
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Lawrence’s study results
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Comparing studies
Managers may in practice do different things to what the theory states: the ‘roles’ of a manager may not be what actually happens in practice.
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HW 3 due to Sep 17!
Are the results shown in studies by Lawrence and Mintzberg consistent with the situation in Kazakhstan? Explain Interview one manager to find out his/her main duties Provide name/occupation/work place Create a table same to one on p. 52 in your Guide book (you can add or remove activities) Analyze your table and discuss your findings, did you have any unexpected results? If you could change something, what would it be?
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MBox – Round 3
Find the examples of Mission and Vision statement of an existing company. Discuss the difference and uncover the main goal and important message that mission and vision carries out to stakeholders of the company. Many companies have mission and vision statements only for the sake of statements. Not only employees, but manager as well, fail to pay attention to their importance and ignore to emphasize their meaning in the activities of the organization. How would you resolve this problem in your organization?
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