Management and Organization Behavior

1. Management and Organization Behavior Introduction and Foundation

2. High Performance Management • A’s, B’s, C’s – people and performance

3. Key Concepts • Product • Firm, Business Organization • Religion • Economics • Man, Men, Mankind • Profit • Costs • Profit = Market Price – Costs • Customer • Work and division of labor • Stakeholders • Core Competencies

4. What is the Goal of Business?

5. What is an Organization? An organization is a collection of people who work together to achieve individual and organizational goals.

6. Trends Shaping Modern Business Management • Globalization • Technology • Knowledge (ideas, processes, motivation) • Boundaries (teams/collaboration)

7. Two Key Terms • Collaboration • Synergy

8. Investment Opportunities • What makes an investor? • What makes a good investment?

9. Competitive Advantage Concept: Competitive Advantage (and globalization…) • Innovation • Products • Processes • Quality • Service • Speed • Cost

10. Delivering All Five Areas • Virginia Mason Medical Center (pg 13) • 4 hr. wait to 90 minutes • Why not 0 wait? • Reengineering • Note: on stock prices

11. What is Management? Management is the process of planning, organizing, staffing, leading, and controlling an organization’s human, financial, material, and other resources to increase its effectiveness.

12. Why Management? Productivity

13. Four (or Five) Functions of Mangement • Planning • Organizing • Staffing • Leading (Directing) • Controlling

15. Planning • Goal: Deciding the desired outcomes and intermediate steps required to get to the outcomes. • Management and efficiency/effectiveness • Function of planning • “How can I add value?” • Using brain power of all…

16. Organizing • Assembling and coordinating: • Organizations (functions, positions that will be assigned to people) • Resources (financial, physical, information, other)

17. Staffing • Selection of people (hiring or selecting) • Assigning roles • Training

18. Leading • Also known as directing • Mobilizing - motivating by pulling, pushing, making, doing

19. Controlling

20. Management/Competitive Advantage • Role of the activity manager? • Role of the Human Resource manager?

21. New Ways to Increase Performance • Reengineering: A complete rethinking and redesign of business processes to increase efficiency, quality, innovation, or responsiveness to customers. • Restructuring: Altering an organization’s structure (e.g., by eliminating a department) to streamline the organization’s operations and reduce costs. • Outsourcing: Acquiring goods or services from sources outside the organization. • Freelancers: Independent individuals who contract with an organization to perform specific services.

22. Managerial Skills • Conceptual Skills: The ability to analyze and diagnose a situation and distinguish between cause and effect and make appropriate decisions. • People Skills: The ability to understand, work with, lead, and control the behavior of other people and groups. • Technical Skills: Job-specific knowledge and techniques. • Emotional Intelligence: Ability to understand and deal with emotions.

23. Career Management • Both technical and general skills • Self reliant • Solutions, not problems • Be connected • Inside and outside the organization (networks) • Actively manage your career, organization relationship, boss • Achieve positive results

24. Career Management • Resumes • Skills • Successes

25. Appendix –OB History • Frederick Taylor • Frank & Lillian Gilbreth • Mary Parker Follett • Hawthorn Studies • Maslow, Herzberg • Theories X, Y

26. Frederick Taylor

27. Frank and Lillian Gilbreth

28. Mary Parker Follett

29. Abraham Maslow

30. Frederick Herzberg

31. Hawthorn Studies • Key to modern management

32. Douglas McGregor • Theory X • Theory Y