management
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OBManagementStakeholders.pptEmpowering Human Potential at Work
MGT 551
The Scope of Organizations and Organizational Behavior
- Seeing what needs to be done
- Understanding underlying forces
- Having the courage to initiate action to make things better
Leader’s P.O.V.
Organizational Model
Leader
Org.
Others
Task
Results
Profits
Customer
Satisfaction
Operational
Efficiency
Learning
Influence
Employee Bonding
Managing Change
Environmental Forces
Shared
vision
Org.
design
Strategic Thinking
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Leader
Each leader has his/her own personal set of characteristics. These include:
- Preferences
- Skills
- Values
- Goals
- Education
- Interpersonal style
- Psychological makeup
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IT ALL STARTS HERE!
- If the leader is not strong, the rest of the model can not happen!
- Ask class: “Name some traits you think are necessary to being a good leader.”
- Write on board
- Ask for elaboration
Talk about three main characteristics:
- Charisma
- Intellectual stimulation
- Individual consideration
Task
Vision
What needs to be done or can be done
This is the base for what priorities the leader wishes the company to strive for.
Must be clearly communicated, else people wont know whether to follow or not.
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Ask class: “What are some visions or strategies or priorities on which leaders might focus?”
- Better efficiency Company growth
- Greater effectiveness Lower employee turnover
- Less customer complaints Higher revenues
- Better service ratings Lower costs
Ask class: “How do leaders attempt to accomplish this?”
- Mission statements
- Downsizing
- International expansion
- Franchising
Others
Followers (Peers, subordinates)
Employees also bring the same set of characteristics as leaders – these may differ slightly or greatly
If the followers don’t trust or respect the leader, it will be difficult for them to develop commitment for and energy to work on the leader’s vision.
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Story: First time I heard Dr. Garvey talk about Mercyhurst being a college versus university.
- Made me understand his vision clearly
- Made me understand his priorities
- Helped set me up to either follow or not follow his vision and priorities
Peers and subordinates have their own personal visions. They will decide whether their vision and yours are in line.
- If so, you may be able to build a great employee
- If not, a change may need to be made
- You may need to change your style
- The employee may need to change his/her style
- One of you has to go
Organization
Structure and systems
If the organization’s structure and systems do not fit the demands of the task that has been defined, the leader may be at a great disadvantage.
Will make results even harder to achieve.
Must be able to identify environmental context
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Leader must, through organizational design, create and/or shape the culture of the organization he/she leads.
This may be contradictory to the culture of the larger organization. The leader must find a way to meld the two for the good of the customer, employee, and company.
Often, the name of the game is money. It is easier to lead with money than without.
You must be able to lead your department subordinates and peers despite organizational constraints
Relationships
It is the relationship among the four areas that will ultimately determine the leader’s success.
Axes
- Strategic thinking
- Influence
- Employee bonding
- Managing change
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Strategic thinking
- Represents the priorities of the leader
- This forms the vision of what the organization should be doing or the direction it should be going.
- Without this, the leader has no purpose, no direction, “no light at the end of the tunnel” for their efforts.
Influence
- The line represents the relationship between the leader and those he/she wishes to lead
- As we mentioned, trust must exist. Otherwise the line will be broken and no matter how clear the vision, leadership will not exist.
Employee bonding
- This is how others (peers, subordinates) feel about the organization.
- A poor leader can cause potentially good employees to lose a connection with the company – the result is that they may quit.
- A good leader finds ways to strengthen the bond his/her peers and subordinates have with the company – this makes them more productive.
Managing change
- Represents the various aspects of the organization and the challenges it faces.
- These include the company’s structure, systems, culture, etc.
- The company must not let these get in the way of leadership and change
- The leader may have to overcome several obstacles in order to best lead and achieve the vision
Relationships
Horizontal axis
- Shared vision
Vertical axis
- Organizational design
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Shared vision
- Represents the view of the vision the others (peers, subordinates) have.
- This must be in line with the leader’s view, the leader’s vision and the others bonding with the company
- If not, the decisions of the leader may not make sense to the others, making leadership difficult.
Organizational design
- Represents the connection between the leader and the organization
- If the company’s culture and structure are in line with that of the leader, positive outcomes are likely.
- If not, frustration by the leader is likely. This may result in the leader being ineffective and fired or quitting.
Stakeholders are the groups that have a direct interest in the success or failure of an organization.
Stakeholder Map
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Social Responsibility is Serving Society
Corporate Social Responsibility
- The obligation of an organization to serve its own interest and those of its stakeholders
Triple Bottom Line
- How well an organization performs when measured not only on financial criteria, but also on social and environmental ones.
- Is the decision economically sound?
- Is the decision socially responsible?
- Is the decision environmentally sound?
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Results
Balanced Scorecard
- Profits
- Customer Satisfaction
- Operational Efficiency
- Learning
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Questions
- What are the objectives of the segment?
- How will we measure our success?
- What are the specific targets we should set to achieve this success?
- What initiatives should be undertaken to reach these targets?
Balanced Scorecard
Objectives –
Measures –
Targets –
Initiatives –
Empowering Human Potential at Work
MGT 551
Managers and Management
What it means to be a manager
- Organizations have different types and levels of management
- Accountability is a cornerstone of managerial performance
- Effective managers help others achieve performance and satisfaction
- Managers must meet multiple and changing expectations
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What Managers Do
- Managers work is often intense and demanding
- Managers plan, organize, lead and control
- Managers enact informational, interpersonal and decisional roles
- Managers pursue action agendas and engage in networking
- Managers use a variety of technical, human, and conceptual skills
- Managers learn from experience
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Accountability
The requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility.
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Types and Levels of Management
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A Different Perspective
Effective Management
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Management Functions
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Management Roles
Management Styles
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Management Skills
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Bureaucracy
Bureaucratic Organizations
- Defined by Max Weber in late 19th century
- Focused on definitions of authority, responsibility and process
- Intended to address the inefficiencies of organizations at that time
- Job descriptions were uncommon
- Promotions were usually based on
personal connections
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Bureaucracy
Characteristics of an Ideal Bureaucracy
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Open Systems
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Subsystems
Subsystems are a smaller part of a larger system.
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Problem Solving Approaches
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Problem Solving Environments
Managers make decisions with various amounts of information
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Types of Decisions
Programmed decisions
- applies a solution from past experience to a routine problem
Non-programmed decisions
applies a specific solution crafted for a unique problem
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Optimizing vs. Satisficing in Decision Making
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