Our course web site:

1. Our course web site: http://instruct.uwo.ca/health-sciences/472a/

2. Managerial skills • General skills • Conceptual skills • Interpersonal skills • Technical skills • Political skills

3. Managerial skills • Specific skills • Controlling organizational environment and resources • Organizing and coordinating • Handling information • Providing for growth and development • Motivating employees and handling conflicts • Strategic problem solving

4. Management Competencies • What are management competencies? • What do management competencies different from managerial skills? • What is a popular method measuring management competencies?

5. Are top managers over paid?

6. Some facts • On April 12, 2001, Intel announced that its CEO Craig Barrett earned $3.8 million. • In 1996, Lawrence Coss, CEO of Green Tree Financial Corp. earned $102 million. This will take a minimum wage worker in the company over 7,500 years to earn this amount.

7. Why study management? • Organizations need management to improve itself • Better understanding of managerial behaviors

8. Historical Roots of Contemporary Management Practices • Objectives • Understand the evolution of management theories and practices • Become knowledgeable about some key influencers of the contemporary management practices

9. Classical approach • Scientific management • Frederick Winslow Taylor • General administrative theory • Henri Fayol • Max Weber

10. Frederick Taylor (1865-1917)American Engineer • Key contributions: • Standardization of tasks • Divide work between mgt. and workers • Cooperate with workers • Selection and train workers

11. HenriFayol (1841-1925)French Engineer Key contributions: • define major functions, e.g. planning, organizing, commanding, coordinating, controlling. • 14 principles of mgt. (division of work, authority, order, et.)

12. Max Weber (1864-1920)German sociologist and political economist • Key contributions • Division of labor • Authority hierarchy • Formal selection • Rules and regulations • Impersonal relationship • Career orientation

13. Summary of classical approach • Similarities • Management vs. workers • Task standardization • Paid according to the productivity • Worker selection • Limited workers’ role in organizations (machine) • Differences • Overall organizational effectiveness • Productivity of operative personnel

14. Human resources Approach • Two key examples • Elton Mayo’s Hawthorne studies • McGregor’s Theory X and Theory Y

15. Hawthorne studies (1920s-1930s) • Conclusions: • Worker satisfaction and performance are basically not economic –depending on working conditions, management encouragement, and effective communications • Group factors are important

16. Douglas McGregor (1906-1964)American social psychologist Theory X • Negative view of human behavior • People basically immature, need direction and control, lazy, incapable of taking responsibility Theory Y • Self-respect (satisfaction of ego) • self-development (learn, responsibility) • self-control in contrast to external control

17. Other studies under HRA • Improving working conditions (Robert Owen) • Studying human behaviors (Hugo Munsterberg) • Group activities (Mary Follett) • Social interactions (Chester Barnard)

18. Summary of HRA • Active roles played by employees • social factors on employees’ performance • Organizations as social systems

19. The quantitative approachworld-world II Focus • Maximizing resource allocation • Improving decision making (payoff-matrices, decision trees, break-even analysis, etc.) • Others

20. Three views of management • The process approach (e.g.Henri Fayol) • The system approach (e.g. Chester Barnard) • The contingent approach