3. formally
Management is “the art
of getting things done
through people”
Mary Parker Foskett 1941.
Dynamic Administration. London:
Pittman
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4. Breaking it down by function
Planning
Organizing
Staffing
Directing
Controlling (Evaluating)
Reporting
Budgeting
Based on Henri Fayol ~1872
Gulick, Luther and Urwick, Lyndall (1937) Papers on the Science of
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5. Who writes about it?
Popular literature abounds! Anyone
can be a manager or write a book
about it.
Studied by faculty in business,
psychology, sociology,
communications, and any discipline
that includes practitioners
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6. Topics include:
Management and leadership roles,
styles and traits, team performance,
conflict resolution, motivation,
human resources, strategic
planning, operations, organizational
culture and hierarchy, negotiations,
ethics, diversity, change
management, innovation, stress,
unions, communication, agenda
setting, and much more
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7. Top management journals
MIS Quarterly, Academy of Management Journal,
Organizational Science, Administrative Science
Quarterly, Strategic Management Journal,
Organizational Research Methods, Leadership
Quarterly, MIT Sloane Management Review, Harvard
Business Review, Journal of Economics and
Management Strategy, International Small Business
Journal, IEEE Transactions of Engineering
Management, Industrial and Corporate Change,
British Journal of Management, California
Management Review, European Journal of Work and
Organizational Psychology, Canadian Journal of
Administrative Sciences
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8. Schools of thought
PAST AS PROLOGUE
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9. Time Line
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10. Classical perspective:
scientific management
Taylor
Worker is economically motivated
Maximize output and minimize
inefficiencies
Frank and Lillian Gilbreth
Motion studies
Henry Gannt
Formalized Taylor’s time studies
Gannt charts (project management)
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12. Program Evaluation and Review
Technique (PERT)
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13. Behavioral school of thought
Human relations movement
Focus on the individual: if I can make
you happy, you will be a more
productive employee
Best known: Chester Barnard (social
responsibility, fair wages), Mary Parker
Follett (shared goals, worker
participation), Elton Mayo (Hawthorne
studies)
Self-actualizing
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14. Self-actualizing:
Theory X and Theory Y
Douglas McGregor (1960)
There are 2 styles, X and Y, that
establish managers’ expectations
Theory X (authoritarian management)
Average person:
Inherently dislikes work
Must be coerced, controlled, directed,
threatened with punishment
Aren’t able to solve work problems
Prefers to be directed and wishes to
avoid responsibility
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15. Theory X and Theory Y
Theory Y (participative management)
The average person
Physical and mental effort is as natural as play or
rest
Doesn’t dislike work
Work can be satisfying & will be done voluntarily
Accepts and seeks responsibility
Imagination and creativity is widely distributed in
an organization
Intellectual potentials are only partially utilised
Belief in Theory Y leads to decentralization,
delegation, empowerment
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16. Theory Z
W.S. Ouchi (1981)
Democratic management style, based on Japanese
management, with interest in employees’ work-life
Workers are loyal and interested in team work and the
organization
Collective decision making
Or a manager’s style might be
somewhere in between these!
Theory Y
Participative
(laissez-faire)
Theory X
Autocratic
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Theory Z
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Democratic
17. Management science school
Also called quantitative school
Harkens back to scientific management
World War II
Applies mathematical and statistical
thinking
Production becomes Operations
Management
Inventory control theory, goal programming,
queuing models, and simulation
Birth of MIS
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18. Modern management:
Systems theory
Focus on organization as a whole and
as an ecosystem
Each unit affects every other unit
Decisions are made after considering
impact on others (including partners)
Stakeholders, not just shareholders
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19. Modern management:
Total Quality Management (TQM)
Big in the 80’s and into the 90’s
Total: Quality involves everyone and all
activities in the company.
Quality: Conformance to requirements
Management: typically top down
TQM: continuous improvement; permeates
everything the company and each
employee does
*Training and professional development
stressed
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20. What TQM is used for
Improve customer service
Increase productivity
Decrease need to rework/scrap
Improve product reliability
Decrease time-to-market cycles
Increase competitive advantage?
Now is “Quality Management”
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21. Modern management:
learning organization
Peter Senge
Focus on problem solving, not
efficiency
Continuous change
Every employee has a role
Team learning
Shared vision
Shift from command-control to
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based organization
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23. Remember this?
Planning
Organizing
Staffing
Directing (Leading)
Controlling (Evaluating)
Reporting
Budgeting
Based on Henri Fayol ~1872
Gulick, Luther and Urwick, Lyndall (1937) Papers on the Science of
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Administration, Institute of Public Administration, New York
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24. Where once it was about the
leadership…
You can’t lead if no one follows
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25. followership
Popularized by business professor
Robert Kelley in 1988 Harvard
Business Review “In Praise of
Followers” and 1992 book The
Power of Followership.
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26. following has changed
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28. Lewin's Three Step Change Theory:
Foundations
Change involves learning something
new AND discontinuing current
attitudes, behaviors, or
organizational practices.
There must be sufficient motivation
to change. This is often the most
difficult part of the change process.
People are at the core of all
organizational changes.
Effective change requires reinforcing
new behaviors, attitudes, and
organizational practices.
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29. Three steps for change
unfreezing
changing
refreezing
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30. Step one: Unfreezing
Goal: release the status quo!
The focus is to motivate individuals to
change.
Encourage old behaviors and attitudes to
be replaced with desired behaviors and
attitudes
Recognize all issues openly
Brainstorm as a group
Trust is essential
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31. Step two: Change
Goal: arrive at a new understanding
Employees learn new information,
behavioral models and view points.
Useful at this stage are role models,
mentors, experts, benchmarking,
and training.
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32. Step three: Refreeze
Change is stabilized.
Employees integrate what they learned in
stage 2 into their routine
Use positive reinforcement, coaching,
modeling
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33. There’s more to it
Model is linear; change isn’t
"Understand and honor the DNA of the
organization. The system will reject you
otherwise."[1]
Many factors motivate people for or
against change
Resistance to change occurs even when
the goals are desired by everyone.
[1] Berfield, S. (2007, February 12). The Right Way To Shake Up a Company. Business Week.
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34. Change agents
The change agent is someone “who translates the
strategic change vision of leaders into pragmatic
change behaviour. They will be the early adopters
— through structured learning programmes and
other stimuli — of the new values, actions and
skills required by the company. Through this
knowledge, they will act as a catalyst for the
introduction of new ways of doing things across
the four corners of the corporation. Their goal will
be to act as a positive virus infecting their host
company.”[1]
[1] Dover, P. (2003, February). Change agents at work: Lessons from
Siemens Nixdorf. Journal of Change Management, 3(3), 243.
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35. Which leads to innovation
Not all change is innovation
Something new to an organization
that adds value
Biggest name: Rogers
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37. Innovation
Something new
Adds value
Process or product
Incremental or radical
Needs to be encouraged
R&D, skunkworks, pockets of
innovation, organization wide, open
innovation
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38. What’s the point of it all?
Managers are taught:
Know who you are, who your
employees are, and who you serve
Know what the situation is
Culture, stakeholders, strategic direction,
short term and long term goals
Decide how best to meet the
challenges of the situation (follows the
contingency school of thought!)
Evaluate the results
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Adjust and Repeat.
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39. Resources to help you
TOC alerts
strategy+business
Knowledge@Wharton
YouTube!
Textbooks
Business Week and NYT bestsellers
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40. YOUR TURN!
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42. Strategic planning vs. operations
Operations is day to day
Strategic plan is long term
SWOT (1960’s)
Look at how to achieve vision and or
competitive advantage
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43. Competitive advantage
Michael Porter
Compete on cost, differentiation, focus
Five forces
Bargaining power of customers
Bargaining power of suppliers
Threat of new entrants
Threat of substitute products
Rivalry within industry
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44. Five Forces
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45. Patrons and their questions
Don’t be surprised by…
A VERY specific question for a very
broad assignment (team work in
action)
The patron doesn’t come alone
(team work in action)
The patron (including the student) is
working under a tight deadline
The patron has a question and isn’t
sharing enough info
(often Twitter: ElisabethAnn | Slideshare: or a concern
a personnel issue
about competitive intelligence)
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46. Resource based view (RBV)
From Penrose
Popularized by Prahalad and Hamel
Adds firms resources to the SW
Ideally makes it harder for other
firms to catch up
The core competencies of the organization.
Harvard Business Review. May/June 1990,
p. 79-91.
Penrose, E. (1959). The theory and growth
of the firm. New York: Wiley.
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47. Knowledge based view
Based on Penrose
Leverage knowledge for creating
current goods/services to other
areas (core competencies)
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Editor's Notes
Management and leadership roles, styles and traits, team performance, conflict resolution, motivation, human resources, strategic planning, operations, organizational culture and hierarchy, negotiations, ethics, diversity, change management, innovation, stress, unions, communication, agenda setting,
Time study (Taylor) Motion study
1930’s Hawthorne: workers motivated by social rewards/sanctions more than $$ Actions influenced by group
Good management leads to improved levels of employee engagement, enhances people's working lives and adds to the bottom line; boosting productivity, retention rates and customer loyalty. Good leadership moves the entire organization along strategically, showing the organization where it needs to change, providing future direction