Our course web site:
Managerial skills
General skills
Conceptual skills
Interpersonal skills
Technical skills
Political skills
Managerial skills
Specific skills
Controlling organizational environment and resources
Organizing and coordinating
Handling information
Providing for growth and development
Motivating employees and handling conflicts
Strategic problem solving
Management Competencies
What are management competencies?
What do management competencies different from managerial skills?
What is a popular method measuring management competencies?
Are top managers over paid?
Some facts
On April 12, 2001, Intel announced that its CEO Craig Barrett earned $3.8 million.
In 1996, Lawrence Coss, CEO of Green Tree Financial Corp. earned $102 million. This will take a minimum wage worker in the company over 7,500 years to earn this amount.
Why study management?
Organizations need management to improve itself
Better understanding of managerial behaviors
Historical Roots of Contemporary Management Practices
Objectives
Understand the evolution of management theories and practices
Become knowledgeable about some key influencers of the contemporary management practices
Classical approach
Scientific management
Frederick Winslow Taylor
General administrative theory
Henri Fayol
Max Weber
Frederick Taylor (1865-1917)American Engineer
Key contributions:
Standardization of tasks
Divide work between mgt.
and workers
Cooperate with workers
Selection and train workers
HenriFayol (1841-1925)French Engineer
Key contributions:
define major functions,
e.g. planning, organizing,
commanding, coordinating,
controlling.
14 principles of mgt. (division of work, authority, order, et.)
Max Weber (1864-1920)German sociologist and political economist
Key contributions
Division of labor
Authority hierarchy
Formal selection
Rules and regulations
Impersonal relationship
Career orientation
Summary of classical approach
Similarities
Management vs. workers
Task standardization
Paid according to the productivity
Worker selection
Limited workers’ role in organizations (machine)
Differences
Overall organizational effectiveness
Productivity of operative personnel
Human resources Approach
Two key examples
Elton Mayo’s Hawthorne studies
McGregor’s Theory X and Theory Y
Hawthorne studies (1920s-1930s)
Conclusions:
Worker satisfaction and performance are basically not economic –depending on working conditions, management encouragement, and effective communications
Group factors are important
Douglas McGregor (1906-1964)American social psychologist
Theory X
Negative view of human behavior
People basically immature, need direction and control, lazy, incapable of taking responsibility
Theory Y
Self-respect (satisfaction of ego)
self-development (learn, responsibility)
self-control in contrast to external control
Other studies under HRA
Improving working conditions (Robert Owen)
Studying human behaviors (Hugo Munsterberg)
Group activities (Mary Follett)
Social interactions (Chester Barnard)
Summary of HRA
Active roles played by employees
social factors on employees’ performance
Organizations as social systems
The quantitative approachworld-world II
Focus
Maximizing resource allocation
Improving decision making (payoff-matrices, decision trees, break-even analysis, etc.)
Others
Three views of management
The process approach (e.g.Henri Fayol)
The system approach (e.g. Chester Barnard)
The contingent approach