30. A Model of Managerial Competencies (adapted from Figure 1.1) Teamwork Competency Global Awareness Competency Strategic Action Competency Planning and Administration Competency Self-Management Competency Communication Competency
31. A Model of Managerial Competencies (adapted from Figure 1.1) Teamwork Competency Global Awareness Competency Strategic Action Competency Planning and Administration Competency Self-Management Competency Communication Competency Managerial Effectiveness
35. Management Ideas and Practice Throughout History 5000 BCE 4000-2000 BCE 1800 BCE 600 BCE 500 BCE 400 BCE 400 BCE 175 284 900 1100 1418 1436 1500 1525 Sumerians Egyptians Planning, organizing, controlling. Hammurabi Nebuchadnezzar Sun Tzu Xenophon Cyrus Cato Diocletian Alfarabi Ghazali Barbarigo Venetians Sir Thomas More Machiavelli Record keeping Plan, organize, control. Written requests. Controls and written documentation Wage incentives, production control Strategy Management as a separate art Human relations and motion study Job descriptions Delegation of authority Listed leadership traits Listed managerial traits Different organizational forms/structures Numbering, standardization, interchangeability Critical of poor management and leadership Cohesiveness, power, and leadership
36. Why We Need Managers Today Work in families Skilled laborers Small, self-organized groups Unique, small batches of production Then Work in factories Specialized, unskilled laborers Large factories Large standardized mass production Now
39. Taylor’s Four Management Principles Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method. Scientifically select and then train, teach, and develop the workman. Cooperate with the men to insure all work is done in accordance with the principles of the science. There is almost equal division of the work and the responsibility between management and workmen.
42. Motion Studies: Frank & Lillian Gilbreth Time Study Timing how long it takes good workers to complete each part of their jobs. Motion Study Breaking each task into its separate motions and then eliminating those that are unnecessary or repetitive.
44. The History of Bureaucratic Management Max Weber, 1864-1920 Bureaucracy The exercise of control on the basis of knowledge, expertise, or experience.
45. The Aim of Bureaucracy 1. Qualification-based hiring 2. Merit-based promotion 3. Chain of command 4. Division of labor 5. Impartial application of rules and procedures 6. Recorded in writing 7. Managers separate from owners
46. Administrative Management: Henri Fayol 1. Division of work 2. Authority and responsibility 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interests 7. Remuneration 8. Centralization 9. Scalar chain 10. Order 11. Equity 12. Stability of tenure of personnel 13. Initiative 14. Esprit de corps
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49. Constructive Conflict and Coordination: Mary Parker Follett Dealing with Conflict Compromise Domination Integration
50. Behavioral Management Theory Behavioral School Recognized employees as individuals with concrete, human needs, as parts of work groups, and as members of a larger society
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53. Behavioral Management Theory Results Managers discover… What employees want from work How to unleash talents, energy, and creativity How to enlist cooperation and commitment
92. Major Components of the Strategic Plan / Down to Action Matt H. Evans, matt@exinfm.com C omponents Mission Vision Goals Objectives Measures Why we exist What we want to be Indicators and Monitors of success Desired level of performance and timelines Planned Actions to Achieve Objectives O1 O2 AI1 AI2 AI3 M1 M2 M3 T1 T1 T1 Specific outcomes expressed in measurable terms (NOT activities) Targets Initiatives What we must achieve to be successful Strategic Plan Action Plans Evaluate Progress
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94. Examples – Good and Bad Mission Statements To Make People Happy To Explore the Universe and Search for Life and to Inspire the Next Generation of Explorers NASA Walt Disney Does a good job of expressing the core values of the organization. Also conveys unique qualities about the organization. Too vague and and unclear. Need more descriptive information about what makes the organization special.
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98. Examples of Guiding Principles and Values Matt H. Evans, matt@exinfm.com C omponents We obey the law and do not compromise moral or ethical principles – ever! We expect to be measured by what we do, as well as what we say. We treat everyone with respect and appreciate individual differences. We carefully consider the impact of business decisions on our people and we recognize exceptional contributions. We are strategically entrepreneurial in the pursuit of excellence, encouraging original thought and its application, and willing to take risks based on sound business judgment. We are committed to forging public and private partnerships that combine diverse strengths, skills and resources.
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101. Examples of Goals Reorganize the entire organization for better responsiveness to customers We will partner with other businesses, industry leaders, and government agencies in order to better meet the needs of stakeholders across the entire value stream. Manage our resources with fiscal responsibility and efficiency through a single comprehensive process that is aligned to our strategic plan. Improve the quality and accuracy of service support information provided to our internal customers. Establish a means by which our decision making process is market and customer focus. Maintain and enhance the physical conditions of our public facilities.
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103. Goals vs. Objectives GOALS OBJECTIVES Very short statement, few words Longer statement, more descriptive Broad in scope Narrow in scope Directly relates to the Mission Statement Indirectly relates to the Mission Statement Covers long time period (such as 10 years) Covers short time period (such 1 year budget cycle)
104. Examples of Objectives Develop a customer intelligence database system to capture and analyze patterns in purchasing behavior across our product line. Launch at least three value stream pilot projects to kick-off our transformation to a leaner organization. Centralize the procurement process for improvements in enterprise-wide purchasing power. Consolidate payable processing through a P-Card System over the next two years. Monitor and address employee morale issues through an annual employee satisfaction survey across all business functions.
110. Measurement Template Matt H. Evans, matt@exinfm.com D own to Specifics (Insert organization name) (Insert division name) (Insert department name) Risk Frame area objective supports (Insert objective owner) (Insert measurement owner) (Insert reporting contact info) Objective Description – description of objective purpose, in sufficient detail for personnel not familiar with the objective to understand its intent. Objective descriptions are typically two or three paragraphs long. This will appear in the pop-up window when you mouse over the objective in the Balanced Scorecard System. References – source documentation for objective and objective description Comments – additional information about the objective not covered in above blocks, such as recommendations for further revision, additional organizations objective impacts, recommendations for coordination / alignment with other objectives, etc. Measure Name - The name exactly as you want it to appear in the Balanced Scorecard, including the measure number (i.e. Percent Employees Satisfied, etc.) Measure Description – description of the measure, include its intent, data source, and organization responsible for providing measure data. This will appear in the pop-up window when you mouse over the measure in the Balanced Scorecard. Measure Formula – formula used to calculate measure value (if any) Data Source - The source of the data – manual, data spreadsheet, or database name and contact familiar with the data Measure Weight - the relative weight of the measure based on the impact it has on the overall objective. The total weights for all measures for an objective must add to 100 Measure Reporter – Person responsible for providing measure data. Include the name, organization and email. Target Maximum – Maximum expected value for the measure. Effective Date – Date the target first becomes effective Frequency – How often target data will be reported Units – Units of measure Target – Point where the measure goes from green to amber Target Minimum – Point where the measure goes from amber to red. The target minimum and target can not be the same value. Scorecard Perspective Name
111. Criteria for Good Measures Matt H. Evans, matt@exinfm.com Integrity – Complete; useful; inclusive of several types of measure; designed to measure the most important activities of the organization Reliable: Consistent Accurate - Correct Timely – Available when needed: designed to use and report data in a usable timeframe Confidential and Secure: Free from inappropriate release or attack D own to Specifics
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115. Examples of Targets Matt H. Evans, matt@exinfm.com Average Time to Process New Employee Setups in DB 65 days Year 2007 60 days Year 2008 55 days Year 2009 Utilization Rate for Rental Housing Units 90% for Year 2007 92% for Year 2008 95% for Year 2009 Toxic Sites meeting in-service compliance 55% for Year 2007 70% for Year 2008 95% for Year 2009 Personnel Fully Trained in Safety and Emergency 65% by 2 rd Quarter 75% by 3 th Quarter 90% by 4 th Quarter Open Positions Filled after 30 day promotion period 75 positions Sept 2007 100 positions Jan 2008 135 positions July 2008 % Reduction in Orders Filled Short in 1 st Cycle 50% by Year 2008 65% by Year 2009 85% by Year 2010 D own to Specifics
120. How We Learn “ Tell me and I will forget, Show me and I may remember, but involve me and I will understand” – Chinese proverb
Editor's Notes
Only 125 years ago, business ideas and practices were very different from today’s widely accepted management ideas. Management wasn’t even a field of study, and there were no management jobs or management careers. This chapter presents origins of management ideas and practice throughout history and the historical changes that produced the need for managers. On this slide are some of the management examples that can be found throughout history, and how they are related to the management functions in the textbook.
Before scientific management, organizational decision making could best be described as ‘seat-of-the-pants.” Decisions were made haphazardly with no standardization of procedures, systematic study, or collection of information. In contrast, scientific management thoroughly studied and tested different work methods to identify the best, most efficient ways to complete a job.
Frederick W. Taylor, the “father of scientific management,” spent three years to improve output of workers who were deliberately restricting output. His principles are described on this slide. Taylor’s key ideas have stood the test of time. These include: using systematic analysis to identify the best methods scientifically selecting, training, and developing workers promoting cooperation between management and labor developing standardized approaches and tools setting specific tasks or goals and then rewarding workers with financial incentives giving workers shorter work hours and frequent breaks
In addition to their use of motion studies to simplify work, Frank and Lillian Gilbreth also made significant contributions to the employment of handicapped workers and industrial psychology. Lillian Gilbreth, the first woman to receive a Ph.D. in Management, also convinced the government to enact laws regarding workplace safety, ergonomics, and child labor.
In addition to their use of motion studies to simplify work, Frank and Lillian Gilbreth also made significant contributions to the employment of handicapped workers and industrial psychology. Lillian Gilbreth, the first woman to receive a Ph.D. in Management, also convinced the government to enact laws regarding workplace safety, ergonomics, and child labor.
Henry Gant, in addition to creating the Gantt chart, made significant contributions to management with pay-for-performance plans and the training and development of workers. A Gantt chart shows time in various units on the x-axis and tasks on the y-axis, visually indicating what tasks must be completed at which times in order to complete a project.
When we hear the term bureaucracy, we think of inefficiency and “red tape”, incompetence and ineffectiveness. However, when German sociologist Max Weber proposed the idea of bureaucratic organizations, monarchies were associated with these problems. Bureaucracy literally means to rule from a desk or office. In a bureaucracy, people would lead by virtue of rational-legal authority—from knowledge, expertise, and experience.
The aim of bureaucracy is to achieve an organization’s goals in the most efficient way possible.
Henri Fayol is best known for developing five functions of managers and 14 principles of management, as well as his belief that management could and should be taught to others. The five functions of successful management are: planning, organizing, coordinating, commanding, and controlling. His principles of effective management are shown on this slide.
Scientific management focuses on improving the efficiency of manufacturing facilities and their workers. Bureaucratic management focuses on using knowledge, fairness, and logical rules to increate the organization’s efficiency. Administrative management focuses on how and what managers should do in their jobs. In contrast, the human relations approach to management focuses on the psychological and social aspects of work. People are valuable organizational resources whose needs are important.
Follett is known for developing ideas regarding constructive conflict and coordination. She said that conflict is the appearance of difference, difference of opinions, of interests. Follett believed that managers could deal with conflict in three ways, as shown on this slide. Domination is a victory of one side over the other. Compromise involves both parties giving up some of what they want in order to reach an agreement. Integrative conflict resolution involves both parties indicating their preferences and then working together to find an alternative that meets the needs of both.
Speaker should address all topics on list briefly.
Speaker should also add that the experiments were conducted on six women whose job was to assembly telephone relay assemblies.
The speaker should take ideas from the audience and write them on the board. Ideas can include: scheduling, employee rewards, and group activities.
Mayo also had an associate helping him with the studies named Fritz Roethlisberger.
The speaker should have the audience anticipate what effect the experiment had on the workers.
The speaker should have the audience anticipate what effect the experiment had on the workers.
The speaker should have the audience anticipate what effect the experiment had on the workers.
The speaker should have the audience anticipate what effect the experiment had on the workers. If the response is wrong this time, discuss why output fell.
The speaker should have the audience anticipate what effect the experiment had on the workers.
The speaker should have the audience anticipate what effect the experiment had on the workers.
The speaker should have the audience anticipate what effect the experiment had on the workers.
The speaker should have the audience anticipate what effect the experiment had on the workers. Have them try to explain why the outcome was what is was before advancing to the next slide.
Again take answers from the audience and write them on the board. Discuss why these things affect productivity and how managers can deal with them.
Again the speaker should go over all points on the list.
1 Day Workshop on Strategic Planning Model – See Notebook for exercises.
The Overall Model consists of five major phases
Before you begin, make sure the groundwork has been done to make the planning process work.
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