Management of Organizations #307 Professor: Ann Swiech Spring 2014 Property of Professor Swiech-Notes Cannot be reproduce without permission Attendance Introductions Name Year in College (Junior, Senior) Major If you were an animal, what would you be and why or; What is one goal you would like to accomplish during your lifetime? Go through syllabus Exercise:Count off in fives, find your group and collaborate on the following question: ‘Many times we use the word manager and leader interchangeably, is there a difference between a manager and a leader; and if so what are the differences?’ Please discuss with your group, everyone should participate with their input, come to agreement on your answer. Select a spokesperson for your group to communicate your groups answer. Chapter 1: Management: Getting things done through other people. Whether they report to you or not (influencing skills) Different types of Managers: This is not in the book, but based on my experiences 1. Manage a function but not people – i.e. a Procurement Manager 2. Manage people but not necessarily a function – i.e. HR Manager 3. Manage people and a function_ Operations Manager Principles of Management: Is how you get things done through other people. Influencing is very important here, especially if you are an individual contributor P-O-L-C: Management Functions Planning: Setting objectives and determining a course of action Organizing: Designing an organizational structure and allocating resources to meet objectives Leading: The social and informal sources of influence that you use to inspire action taken by others Controlling: Ensuring that performance does not deviate from standards Exercise/Case Study: page 9- Doing Good as a core business strategy – Goodwill Industries Case Study Questions: There is a discussion on page 11 about types of managers: Top Managers Line Managers These are not used too frequently today, except maybe in a production or distribution facility. Typically there are Supervisors, Managers and Senior Managers The Nature of Managerial Work: Professor Henry Mintzberg conducted a study in the 1970s on what managers actually do. The figure on page 12 illustrates “The Ten Managerial Roles” Interpersonal Figurehead – rep the workers Provide Information Leader – tells people what to do Liaison- go between with higher mgmt. InformationalMonitor-is work being completed Process Information Disseminator-communication/information Spokesperson-to higher mgmt. DecisionalEntrepreneurUse Information Disturbance Handler Resource Allocator Negotiator Students should review exercise on page 13 Leadership, Entrepreneurship and Strategy: page 13 The principles of management are drawn from a number of academic fields, including: Leadership: The ability to influence others toward a common goal – Who: Who helps lead the organization forward Entrepreneurship: The recognition of opportunities and the use of resources to execute new ideas for a new vent ...

1. Management of Organizations #307
Professor: Ann Swiech
Spring 2014
Property of Professor Swiech-Notes Cannot be reproduce
without permission
Attendance
Introductions
Name
Year in College (Junior, Senior)
Major
If you were an animal, what would you be and why or;
What is one goal you would like to accomplish during your
lifetime?
Go through syllabus
Exercise:Count off in fives, find your group and collaborate on
the following question: ‘Many times we use the word manager
and leader interchangeably, is there a difference between a
manager and a leader; and if so what are the differences?’
Please discuss with your group, everyone should participate
with their input, come to agreement on your answer. Select a
spokesperson for your group to communicate your groups
answer.
Chapter 1:
Management: Getting things done through other people.
Whether they report to you or not (influencing skills)
Different types of Managers: This is not in the book, but based
on my experiences
1. Manage a function but not people – i.e. a Procurement
Manager
2. Manage people but not necessarily a function – i.e. HR
Manager

2. 3. Manage people and a function_ Operations Manager
Principles of Management: Is how you get things done through
other people. Influencing is very important here, especially if
you are an individual contributor
P-O-L-C: Management Functions
Planning: Setting objectives and determining a course of action
Organizing: Designing an organizational structure and
allocating resources to meet objectives
Leading: The social and informal sources of influence that you
use to inspire action taken by others
Controlling: Ensuring that performance does not deviate from
standards
Exercise/Case Study: page 9- Doing Good as a core business
strategy – Goodwill Industries
Case Study Questions:
There is a discussion on page 11 about types of managers:
Top Managers
Line Managers
These are not used too frequently today, except maybe in a
production or distribution facility. Typically there are
Supervisors, Managers and Senior Managers
The Nature of Managerial Work:
Professor Henry Mintzberg conducted a study in the 1970s on
what managers actually do.
The figure on page 12 illustrates “The Ten Managerial Roles”
Interpersonal Figurehead – rep the workers Provide
Information
Leader – tells people what to do
Liaison- go between with higher mgmt.

3. InformationalMonitor-is work being completed Process
Information
Disseminator-communication/information
Spokesperson-to higher mgmt.
DecisionalEntrepreneurUse Information
Disturbance Handler
Resource Allocator
Negotiator
Students should review exercise on page 13
Leadership, Entrepreneurship and Strategy: page 13
The principles of management are drawn from a number of
academic fields, including:
Leadership: The ability to influence others toward a common
goal – Who: Who helps lead the organization forward
Entrepreneurship: The recognition of opportunities and the use
of resources to execute new ideas for a new venture. Example:
ability of Google to anticipate needs – What: What an
organizations purpose is-identifying opportunities and solving
problems
Strategy: a concept of how an organization will achieve its
objectives-How: Make sure a good strategy is in place to realize
those opportunities
Principles of Management have 4 major functionspage 17:
Planning: Establishing the Vision and Mission Statement,
strategizing, goals and objectives
Strategic Planning: Usually has a long time frame; 3 years plus.
Looks at competitive threats, strengths, and weaknesses. Based
on the organizations vision
Tactical Planning: Intermediate range, 1-3 years specific means
to implement the strategy, mid-managers are involved
Operational Planning: Short range (less than 1 year), specific
action plans to meet tactical and strategic plan
Example:
Strategic Plan: Gain 3% additional market share vs. 2012 within
5 years

4. Tactical Plan: Increase marketing presence in print media by
25% and reduce retail pricing by 4% from 2012 levels
Operational Plan: Hire a new Marketing Manager with extensive
print media experience, deconstruct costs in order to gain cost
savings and analyze direct material strategic sourcing
opportunities to reduce cost and increase customer expectations
Organizing: Organization design, culture (environment) and
social networks
Designing an organizational structure and allocating
resources to meet objectives
Leading:Leadership, decision making, communications,
groups/teams, motivation
The social and informal sources of influence that you use to
inspire action taken by others
Controlling: Systems, processes, ALSO ADD in audit and
contingency plans
Ensuring that performance does not deviate from standards that
have been set
3 Steps:
1. Establish performance standards-what will you measure, how
and what are consequences
2. Compare actual performance vs. the standard
3. Corrective Measure ALSO ADD: Consequences
Example: Transportation Quality Review: a program based on 6
Sigma that reviews a supplier’s performance on set criteria,
with an established weighting of categories and consequences
and corrective measure based on results
Economic, Social and Environmental Performance:
Economic Performance: Providing some sort of benefit through
product innovation and efficient use of resources. This is
usually associated with some type of profit.
Social and Environmental Performance: This is a form of

5. measure that is becoming more popular in the business world.
Now there are courses on it in schools, and many companies
have their own CSR: Corporate Social Responsibility position
and/or department. It has companies taking interest s in society
and some form of responsibility for their impact on their
suppliers, customers, employees, shareholders, communities and
environment. To take it further companies look at improving the
quality of life for its employees, their families and the local
community where they are located. You can see this many times
by large corporations that have a dominant presence in a town
having their employees volunteering to better the community in
some way (new landscaping, painting old structures etc.).
Two companies that were trailblazers in this area were Ben and
Jerry’s and S.C. Johnson.
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