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Lesson 8. introduction-to-organization.ppt
- 1. Introduction to Organization and Management SongklotPhonphuak…Lecturer Joke1977@hotmail.com 089-9912087
- 2. The Characteristics ofan Organization Has a Distinct Purposes Is Composed of People Has a Deliberate Structure
- 3. The Changing Organization Traditional -Stable , inflexible - Job focused - Jobs define work - Individual-oriented - Permanent jobs - Command-driven Contemporary - Unstable , flexible - Skills focused - Tasks define work - Team-oriented - Temporary jobs - Involvement driven
- 4. Contemporary - Participative - Customeroriented - Diversity - No time boundaries - Lateral networks - Work anywhere The Changing Organization Traditional - Directive - Rule-oriented - Homogeneity - 9-5 workdays - Hierarchies - Work on-site
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- 9. Top Managers Skills That ManagersNeed Middle Managers Middle Managers Conceptual Human Technical
- 10. The Environment The OpenSystem Inputs -Materials -Capital -Labor -Data Transformation -Management -Employees -Technology -Operation Outputs -Products -Service -Profits -Losses
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- 12. Is the Manager’s Job Universal? Organizational Level Organizational Type Organizational Size Cross National Transferability
- 13. Why Study Management? - You should understand how organization are managed. - You will either manager or be managed.
- 14. Theory and Conceptual Administration(B) Songklot Phonphuak…Lecturer joke1977@hotmail.com 089-9912087
- 15. Historical Background Of ManagementTheories 1 2 3 Early Adam Industrial Example Smith Revolution Egyptian Wealth Machine Pyramids of Nation Power Great Wall Division of Mass of China Labor Production
- 16. Develop a sciencefor each Select, train and develop element of work workers Taylor’s Four Principle of Management Cooperate with works Divide work and responsibility equally
- 17. General Principle Management (Taylor’s) •Division of work • Authority and Responsibility • Discipline • Unity of Command • Unity of Direction • Subordination of Individual General Interest
- 18. General Principle Management (Taylor’s) •Remuneration • Centralization • Scalar Chain • Order • Equity • Stability of Tenure of Personnel • Initiative • Esprit de Corps
- 19. Henry Fayol Management Function( POCCC) 1. Planning 2. Organizing 3. Commanding 4. Coordinating 5. Controlling
- 20. Max Weber (Bureaucracy) •Division of Labour • Authority Hierarchy • Formal Selection • Formal Rules and Regulations • Impersonality • Career Orientation
- 21. Maslow (Malow’s Hierarchyof Needs Theory) Self-Actualization Esteem Needs Social Needs Safety Needs Physiological Needs
- 22. Theories of Leadership (SixTraits That Differentiate Leaders From Nonleaders) 1. Drive 2. Desire to lead 3. Honesty and integrity 4. Self-confidence 5. Intelligence 6. Job-relevant knowledge
- 23. Trend and PresentAdministration in the Future • Globalization • Workforce Diversity • Information Technology or IT • Continually Learning and Adaptive Org. • Total Quality Management or TQM
- 24. Organizational Culture and Environment SongklotPhonphuak…Lecturer Joke1977@hotmail.com 089-9912087
- 25. What’s Cultures? Organization Changing? OrganizationCultures Changing? Cultures Changing Rise Death Continue Process Normal Implementation Behavior Popularity Behavior Setting Extensively Behavior Cultures Build or Change Cultures Forster Popularity Change
- 26. How Should WeView The Role of Management? The Omnipotent View The Symbolic View The Synthesis View
- 27. Dimensions of Organization •Innovation and Risk Taking • Attention to Detail • Outcome Orientation • People Orientation • Team Orientation • Aggressiveness • Stability • Non-Stability
- 28. Size of TheAge of The Organization Organization Strong Culture Versus Weak Culture Intensity of Employee Organization Culture Turnover
- 29. How Do Employees Learn AboutThe Culture of an Organization? • Stories • Rituals • Material Symbols • Language
- 30. Globalization Managing The GlobalEnvironment (Organization and Management) Songklot Phonpuak…Lecturer Joke1977@hotmail.com 089-9912087
- 31. Companies With Over60 Percent of Revenue From Non-US. Operation • Exxon _____________________________________________ _____76.8 • Colgate-Palmolive ________________________________71.6 • Manpower ___________________________________________70 .8 • Mobil _____________________________________________ _____ 67.2 • Coca-Cola ____________________________________________6 7.1 • Avon Products
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- 33. The Changing Business Environment Regional TradingAlliances European North American Association Union Free Tread of Southeast ( EU ) Agreement Asian Nations ( NAFTA ) ( ASEAN )
- 34. Global Organization The Changing BusinessEnvironment Global Trading Alliances Multinational Transnational Borderless Corporations Corporations Organization ( MNC ) ( TNC )
- 35. How Organizations Go International Stage1 Stage 2 Stage 3 Export to Hire Foreign Licensing Foreign Agents or Franchising Countries Brokers Contract Joint Venture Foreign Foreign Managers Subsidiary
- 36. Managing in A ForeignCountry Legal-Political Environment Economic Environment Culture Environment
- 37. Individualism Power Versus Distance Collectivism Hofsted’s Dimensionsof National Culture Quantity Uncertainty Versus Avoidance Quality of Life
- 38. Criteria for MakingGlobal Employee Selection Decision • Ability to adapt • Technical Skills • Spouse and Family • Human relations Skills • Desire to go Overseas • Overseas Experience • Knows host culture • Academic standing • Language Skills • Knows home culture
- 39. Factors Affecting International Adjustment Pre-AssignmentAdjustment Individual Training Experience Expectations Organization Selection Criteria and Mechanisms
- 40. Factor Affecting International Adjustment In-CountryAdjustment Individual Factors Job Factors Organization Culture Organization Socialization Nonworking Factors
- 41. Decision Making :The Essence of the Managers’ Job Songklot Phonphuak…Lecturer 089-9912087 Joke1977@hotmail.com
- 42. Identification of aProblem Identification of Decision Criteria Allocation of Weights to Criteria Development of Alternatives Analysis of Alternatives Selection of an Alternatives Implementation of the Alternatives Evaluation of Decision Effectiveness
- 43. Planning - What arethe organization’s long- term objective? - What strategies will best achieve those objective? - What should the organization’s short- term objectives be? - How difficult should individual goals be? Leading - How do I handle employees who appear to be low in motivation? - What is the most effective leadership style in a given situation? - How will a specific change affect worker productivity? - When is the right time to stimulate conflict?
- 44. Organizing - How manyemployees should I have report directly to me? - How much centralization should there be in the organization? - How should jobs be designed? - When should the organization implement a different structure? Controlling - What activities in the organization need to be controlled? - How should those activities be controlled? - When is a performance deviation significant? - What type of management information system should the organization have?
- 45. 1 Identificat ion of a Problem 2 Target of Alternat ive 3 Alternati ves 5 Objective Certainty 6Non- objections 7 Decision 4 Objective Setting
- 46. Well-Structured Problems andProgrammed Decisions Poorly-Structured Problems and Non-programmed Decisions Integration
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- 48. Overconfidence Hindsight Immediate Gratification Self-Serving Anchoring Effect SunkCosts Decision-Making Selective Perception Randomness Errors and Biases Confirmation Representation Framing Availability
- 49. Foundations of Planning SongklotPhonphuak…Lecturer Joke1977@hotmail.com 089-9912087
- 50. What’s Planning? - What’sTo Be Done. - How It’s To Be Done. PLANNING… Formal Planning Informal Planning
- 51. Purpose of Planning PlanningGives Direction Coordinate Cooperate Planning Reduces Uncertainty Planning Reduces Overlapping and Wasteful Activities Planning Sets the Standard Used in Controlling
- 52. The Role ofGoals and Plans in Planning Goals Goals are Objectives Plans
- 53. Types of Goals SocialResponsibility Profits Market Shared - Financial Goals & Strategic Goals - Stated Goals & Real Goals
- 54. Types of Plans BreadthTime Frame Specificity Frequency of Use Strategic Long term Directional Single use Operational Short term Specific Standing
- 55. Contingency Factors inPlanning 1. Manager’s Level - Strategic Planning - Operational Planning 2. Environmental Uncertainty - Specific - Flexible 3. Time Frame of the Plans
- 56. Planning in theHierarchy of Organizations Strategic Planning Top Executives Middle-Level Managers Operational First-Level Planning Managers
- 57. Effective Planning inDynamic Environments Specific But Flexible Ongoing Process Change Direction if Environmental Conditions Changed Stay Alert to Environmental Changes
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- 59. Why is StrategicManagement Important? External Analysis -opportunities -threats Identify the organization’s SWOT Analysis Formulate Implement Evaluate current mission, goals, Strategies Strategies Results and strategies Internal Analysis -strengths -weaknesses
- 60. Multibusiness Corporation Strategic Strategic StrategicBusiness Unit 1 Business Unit 2 Business Unit 3 Research and Manufacturing Marketing Human Finance Development Resources
- 61. Corporate Level Strategy Direction Mission Vision GrowthStrategy Stability Strategy Renewal Concentration Growth Strategy Vertical and Horizontal Integration Diversification
- 62. Corporate Level Strategy GrowthStrategy Stability Strategy Renewal Stability Strategy Pause/Proceed with Caution Strategy No Change Strategy Profit Strategy
- 63. Corporate Level Strategy GrowthStrategy Stability Strategy Renewal Retrenchment Strategy Renewal Turnaround Strategy
- 64. Business Level Strategy TheRole of Competitive Advantage - Distinctive Competencies - Competitive Advantage - Competitive Differentiation - Cost Leadership - Focus Competitive Advantage Strategies Cost Leadership Strategy Differentiation Strategy Focus Strategy
- 65. Functional Level Strategy Researchand Development Manufacturing Marketing Finance Human Resources
- 88. Behavioral Dimension Conclusion University ofIowa Democratic style: involving subordinates, delegating Democratic style of leadership was authority, and encouraging participation most effective, although later studies Autocratic style: dictating work methods, showed mixed results. centralizing decision making, and limiting participation Laissez-fairs style: giving group freedom to work make decisions and complete work Ohio State Consideration: being considerate of followers’ High-high leader (high in consideration ideas and feelings and high in initiating structure) Initiating structure: structuring work and work achieved high subordinate relationships to meet job goals performance
- 89. Behavioral Dimension Conclusion .University ofEmployee-oriented: emphasized interpersonal Employee-oriented leaders were Michigan relationships and taking care of employees’ associated with high group productivity needs and higher job satisfaction. Production-oriented: emphasized technical or task aspects of job Managerial Grid Concern for people: measured leader’s Leaders performed best with a 9.9 concern for subordinates on a scale of style (high concern for production and 1 to 9 (low to high) high concern for people). Concern for production: measured leader’s
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- 93. Skill (Each checkmark denotes which group Scored higher on the respective studies) Men Women Motivating Others √√√√√ Fostering Communication √√√√ Producing High-Quality Work √√√√√ Strategic Planning √√ √√* Listening to Others √√√√√ Analyzing Issues √√ √√*