Discussion

Discussion – How I Prefer to Lead

This is an assessment developed specifically for college students. The results indicate which BEHAVIOR the person prefers to practice in his or her leadership. Your results include which behavior you scored highest in:

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Model the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

The module learning materials offer review of what each one means and provides examples of how each leadership behavior is demonstrated.

For this discussion board:

1. Share which one you scored highest in

2. Write out an explanation of how you feel you lead with that behavior

3. Provide a specific example of how you have led with this behavior. If you have not already served as a leader in that manner, then write about how you can plan to use that leadership behavior in your near future.

MANAGERS

AND

MANAGEMENT
UNIT 1

BUS 270

HISTORY OF MANAGEMENT THEORY

Scientific Management, 1911, Frederick W. Taylor

Managerial Activities & Functions, 1916-1947,
Fayol & Weber

Hawthorne Studies. Group pressures can
significantly affect individual productivity.
1924-1932

Organizational Behavior, 1960s-Today

ORGANIZATION

A deliberate arrangement

of people brought

together to accomplish

some specific purpose

CHARACTERISTICS

ORGANIZATIONS SHARE

1. GOALS

2. PEOPLE

3. STRUCTURE

WHO ARE MANAGERS?
 Manager

 Someone who directly coordinates and oversees
resources and the work of other people so that
organizational goals can be accomplished in an efficient
manner.

Levels of

Management

•First-line Managers – Individuals who
manage the day-to-day work of non-

managerial employees. Supervisors,

coaches, shift manager, team leaders,

unit coordinator.

•Middle Managers – Individuals who
manage the work of first-line managers.

Department head, project leader,

district manager, division manager, store

manager.

•Top Managers – Individuals who are
responsible for making organization-

wide decisions and establishing plans

and goals that affect the entire

organization. CEOs, VPs, Presidents,

Non-managerial employees work

directly on a job or task and have no

responsibility for overseeing the work

of others. Ex: cashiers, food server.

Dr. Migliano

Dept. Chair

College Dean

Academic VP

EFFECTIVENESS AND EFFICIENCY
Management is the process of getting

things done effectively and efficiently,

with and through other people.

WHERE DO MANAGERS WORK?

Organizations – A deliberate arrangement of

people assembled to accomplish some specific

purpose (that individuals independently could

not accomplish alone).

Common Characteristics of Organizations

Have a distinct purpose (goal)

Are composed of people

Have a deliberate structure

WHAT DO MANAGERS DO?

Management involves
coordinating and
overseeing the work
activities of others so that
their activities are
completed efficiently and
effectively.

FOUR FUNCTIONS OF MANAGEMENT

When is a time you serve as a manager? How are you as a manager?

What are your areas of strengths? How can you improve?

MANAGEMENT ROLES- MANAGERIAL BEHAVIOR
Henry Mintzberg identified 10 different but interrelated roles

managers can play at any time.

• Interpersonal roles (involve people, duties that are ceremonial and

symbolic in nature). Figurehead, Leader, Liaison

• Informational roles ( collecting, receiving and disseminating

information) Monitor, disseminator, spokesperson

• Decisional roles (making decisions or choices) . Entrepreneur,
disturbance handler, resource allocator, negotiator.

MINTZBERG’S MANAGERIAL ROLES

MINTZBERG’S MANAGEMENT THEORY

SKILLS NEEDED AT DIFFERENT MANAGERIAL LEVELS

Skills used to think and to conceptualize
about abstract and complex situations. Using
these skills, managers see the organization as
a whole, understand the relationships
among various subunits, and visualize how
the organization fits into its broader
environment. These skills are most important
to top managers.

Job-specific knowledge
and techniques needed
to proficiently perform
work tasks. First-line
managers typically
manage employees who
use tools and techniques
to produce the
organization’s products or
service.

Involve the ability to work
well with other people both
individually and in a group.
Because all managers deal
with people, these skills are
equally important to all
levels of management.

UNIVERSAL NEED FOR MANAGEMENT

The untold story of Larry Page’s Incredible Comeback- business insider

http://www.businessinsider.com/larry-page-the-untold-story-2014-4

CHANGES FACING MANAGERS

CHALLENGES OF BEING A MANAGER

– Can be a thankless job

– May entail clerical type duties
Managers also spend significant
amounts of time in meetings and
dealing with interruptions

– Managers often have to deal with a
variety of personalities and have to
make do with limited resources

REWARDS OF BEING A MANAGER

– Responsible for creating a
productive work environment

– Recognition and status in your
organization and in the community

– Attractive compensation in the form
of salaries, bonuses, and stock
options

REWARDS AND CHALLENGES OF BEING
A MANAGER

ETHICAL MANAGEMENT

Exercise:

Derek Jeter scenario

RIGHT OR WRONG?

Managers at all levels have to deal with ethical dilemmas and
those ethical dilemmas are found in all kinds of circumstances. For

instance, New York Yankees shortstop Derek Jeter, who is

regarded as an upstanding and outstanding player in Major

League Baseball, admitted that in a September 2010 game

against the Tampa Bay Devil Rays he faked being hit by a pitch in

order to get on base. According to game rules, a hit batter

automatically moves to first base. In this case, the ball actually hit

the knob of Jeter’s bat, but he acted as if the pitch had actually
struck him. Jeter later scored a run, although the Yankees

ultimately lost the game. Such ethical dilemmas are part and

parcel of being a manager although they’re not easy, you’ll learn

how to recognize such dilemmas and appropriate ways of
responding.

Source: Robbins, Decenzo, Coulter. Fundamentals of Management: Essential Concepts & Applications, 8th Edition

THINK ABOUT IT:

1. What do you think? Were Jeter’s actions acceptable?
Were they ethical?

2. Does the fact that theatrics are part of all sports
competitions make it acceptable?

3. Was it the umpire’s “fault” for missing the call?

4. Did the team manager have any responsibility to respond
to Jeter’s action?

5. What if the Yankees had actually won the game by one
run? Would that make a difference in how you feel about
this?

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