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HAS 3260. Session One Dr. Burton. You Know you Work for the Government if. 1. When someone asks about what you do for a living, you lie. 2. You get really excited about a 2% pay raise. 3. Your biggest loss from a system crash is you lose your best jokes.

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has 3260

HAS 3260

Session One

Dr. Burton

you know you work for the government if
You Know you Work for the Government if....

1. When someone asks about what you do for a living, you lie.

2. You get really excited about a 2% pay raise.

3. Your biggest loss from a system crash is you lose your best jokes.

4. Your supervisor doesn't have the ability to do your job.

5. You sit in a cubicle smaller than your bedroom closet.

6. Computer specialists know less about computers than your teenager.

7. Lunch is like another scheduled meeting, only shorter.

group exercise
Group Exercise
  • Discuss what would you like from the course and develop a set of draft learning objectives and instructional aims that you would want the professor to pursue.
  • Select a group spokesperson to discuss your group.
bill brown s management metaphors
Management as Permanent White Water.

Management as Plate Spinning.

Management as Cat Herding.

Management as Performing Art.

Internal v. External

Flexibility v. Control

Tasks v. Relationships

Short-term v. Long-term

Bill Brown’s Management Metaphors

Metaphors Competing values

chapter 1 the dynamic new workplace
CHAPTER 1The Dynamic New Workplace

Planning Ahead - the major study questions:

  • What are organizations like in the new workplace?
  • Who are managers and what do they do?
  • What is the management process?
  • What are the challenges ahead?

Schermerhorn - Chapter 1

organizational behavior
Organizational Behavior
  • The study of human behavior, attitudes and performance in organizations.
  • It is interdisciplinary:
    • social psychology
    • clinical psychology
    • sociology
    • cultural anthropology
    • industrial engineering
    • organizational psychology
organizational iceberg
Organizational Iceberg

Formal Aspects (Overt)

Technology

Customers

Formal

Goals

Organizational design

Physical

Facilities

Rules and

regulations

Financial

resources

Surface competencies and skills

Behavioral Aspects (Covert)

Attitudes

Communication patterns

Informal team processes

Personality

Conflict

Political behavior

Underlying competencies and skills

organizations and the new workplace
Organizations and the New Workplace
  • Organizations
    • combine the talents of its employees to achieve unique and significant results

Schermerhorn - Chapter 1

organizations and the new workplace1
Organizations and the New Workplace
  • Individuals depend on organizations to provide gainful employment
    • good organizations make the best employers

Schermerhorn - Chapter 1

organizations and the new workplace2
Organizations and the New Workplace
  • People
    • are the the ultimate foundations of organizational performance
    • represent intellectual capital
    • indispensable in creating long-term success

Schermerhorn - Chapter 1

organizations and the new workplace3
Organizations and the New Workplace
  • What is an Organization?
    • A collection of people working together to achieve a common purpose
    • The purpose is to produce goods and/or services that satisfy the needs of customers

Schermerhorn - Chapter 1

organizations and the new workplace4
Organizations and the New Workplace
  • Organizations as Systems
    • A system is a collection of interrelated parts that function together to achieve a common purpose
      • organizations are open systems that interact with their environments
      • organizations transform resource inputs into product outputs (goods and services)
      • feedback from the environment tells an organization how well it is meeting the needs of customers and society

Schermerhorn - Chapter 1

organizations and the new workplace5
Organizations and the New Workplace
  • Productivity and Organizational Performance
    • Value-added
      • if an organization can add value to the original cost of resource inputs
        • earn a profit
        • add wealth to society
    • Performance effectiveness
      • measure of task output or goal accomplishment
      • direct line to ultimate customer service and satisfaction
    • Performance efficiency
      • measure of the resource cost associated with goal accomplishment
      • measure of outputs realized compared to inputs consumed

Schermerhorn - Chapter 1

organizations and the new workplace6
Organizations and the New Workplace
  • Changing Nature of Organizations
    • Quality is a strong productivity theme
      • total quality management (TQM) is managing with an organizationwide commitment to
        • continuous improvement
        • completely meeting customers’ needs

Schermerhorn - Chapter 1

organizations and the new workplace7
Organizations and the New Workplace
  • Changing Nature of Organizations
    • Change is important an aspect of organizations
      • Technology
        • virtual organizations operate with the support of extensive computer networks
        • allow people to work across large geographical distances
      • Cross-functional task forces
        • employees who work in different parts of an organization meet to share problem-solving expertise and coordinate operations

Schermerhorn - Chapter 1

managers and the new workplace
Managers and the New Workplace
  • Manager is someone in an organization who is responsible for the work performance of one or more employees
    • ex. supervisor, team leader, division head, administrator, project director

Schermerhorn - Chapter 1

managers and the new workplace1
Managers and the New Workplace
  • Essential Human Resources are employees that report to managers
    • ex. direct reports, team members, subordinates

Schermerhorn - Chapter 1

managers and the new workplace2
Managers and the New Workplace
  • Managers’ key responsibility is to help an organization achieve high performance by utilizing human and material resources
  • Management is the process consisting of
    • planning
    • organizing
    • leading
    • controlling

Schermerhorn - Chapter 1

managers and the new workplace3
Managers and the New Workplace
  • Types of Managers
    • Top managers
      • ensure that major performance objectives are established and accomplished in accordance with organization’s purpose
      • responsible for performance of an organization as a whole or one of its significant parts
      • ex. CEO, COO, president, vice president

Schermerhorn - Chapter 1

managers and the new workplace4
Managers and the New Workplace
  • Types of Managers (con’t)
    • Middle managers
      • report to top managers
      • in charge of relatively large departments or divisions
      • implement complex projects that require the participation of persons from different parts of organizations
      • ex. Plant managers, division managers, branch sales managers, clinic directors, deans

Schermerhorn - Chapter 1

managers and the new workplace5
Managers and the New Workplace
  • Types of Managers (con’t)
    • First-line managers
      • in charge of a smaller work unity composed of nonmanagerial workers
      • ensure that their work team or unit meet performance objectives that are consistent with plans of middle and top management
      • ex. team leader, supervisor, department head, unit manager

Schermerhorn - Chapter 1

managers and the new workplace6
Managers and the New Workplace
  • Types of Managers (con’t)
    • Managers work in different capacities within organizations
      • Line managers are responsible for work activities that directly affect organization’s outputs
      • Staff managers use technical expertise to advise and support the efforts of line workers
      • Functional managers are responsible for a single area of activity
      • General managers are responsible for more complex units that include many functional areas
      • Administrators typically work in nonprofit organizations

Schermerhorn - Chapter 1

managers and the new workplace7
Managers and the New Workplace
  • Valuing Diversity describes demographic differences among members of the workforce
    • age
    • gender
    • race
    • national origin
    • physical characteristics

Schermerhorn - Chapter 1

managers and the new workplace8
Managers and the New Workplace
  • Accountability and Managerial Performance
    • Challenges of Valuing Diversity
      • Cultural bias
        • prejudice: negative, irrational attitudes towards members of minority groups
        • discrimination: denying members of minority groups full benefits of organizational membership
        • glass ceiling effect: existence of an invisible barrier that prevents women and minority workers from rising above a certain level of organizational responsibility

Schermerhorn - Chapter 1

approaches to management
Approaches to Management
  • Functions
  • Roles
  • Skills
  • Competencies
management competencies
Management Competencies
  • Conceptual
  • Technical Managerial/Clinical
  • Interpersonal/collaborative
  • Political
  • Commercial
  • Governance
slide28

ORGANIZING

Developing intentional patterns of relationships among people and other resources

PLANNING

Deciding in advance what is to be done

STAFFING

Acquiring, maintaining and retaining human resources.

CONTROLLING

Regulating activities in the organization

DIRECTING

Initiating work in the organization

Management Functions

Management Functions

DECISION

MAKING

Choosing

between or

among

alternatives

the management process
The Management Process
  • Managerial Activities and Roles
    • Interpersonal roles - interactions with persons inside and outside the work unit
    • Informational roles - involve the giving, receiving and analyzing of information
    • Decisional roles - involve using information to make decisions to solve problems or address opportunities

Schermerhorn - Chapter 1

slide30

Designer

Strategist

Leader

Zuckerman and Dowling

Trinity of Managerial roles

the management process1
The Management Process
  • Managerial Activities and Roles
    • Managers work:
      • long hours
      • at an intense pace
      • at fragmented and varied tasks
      • largely through interpersonal relationships

Schermerhorn - Chapter 1

the management process2
The Management Process
  • Managerial Agendas and Networks
    • Agenda setting -
      • develop action priorities for their jobs
      • include goals and plans that span long and short time frames
      • general in the beginning but become more specific

Schermerhorn - Chapter 1

the management process3
The Management Process
  • Managerial Agendas and Networks
    • Networking
      • process of building and maintaining positive relationships with people

Schermerhorn - Chapter 1

the management process4
The Management Process
  • Managerial Skills and Competencies
    • Skill - ability to translate knowledge into action that results in desired performance
      • technical - special proficiency or expertise
      • human - work well with others
      • conceptual - ability to view situations broadly and to solve problems

Schermerhorn - Chapter 1

slide35

Type of Manager

Level of position

in the

Organization

Hierarchy

Degree of authority

and scope of

responsibility and

activities

Senior Manager

High

Large

Middle Manager

Middle

Medium

First-level

Manager

Low

Small

Skills

Technical

Skills

Conceptual

Skills

Human Relations

Skills

slide36

Henry Mintzberg’s Manager’s roles

FORMAL

AUTHORITY AND

STATUS

INTERPERSONAL

ROLES

Figurehead

Influencer

(Leader)

INFORMATIONAL

ROLES

Monitor

Disseminator

Spokesperson

DECISIONAL

ROLES

Entrepreneur

Disturbance

handler

Resource Allocator

Negotiator

the management process5
The Management Process
  • Managerial Skills and Competencies
    • Managerial Competency - skill or personal characteristic that contributes to high performance in a management job
      • includes
        • the management process
        • the manager’s roles

Schermerhorn - Chapter 1