Introduction to Organization and Management Songklot PhonphuakLecturer Joke

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Introduction to Organization and Management Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

Introduction to Organization and Management Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

The Characteristics of an Organization Has a Distinct Purposes Is Composed of People Has

The Characteristics of an Organization Has a Distinct Purposes Is Composed of People Has a Deliberate Structure

The Changing Organization - Traditional Stable , inflexible Job focused Jobs define work Individual-oriented

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

The Changing Organization - Traditional Directive Rule-oriented Homogeneity 9 -5 workdays Hierarchies Work on-site

The Changing Organization - Traditional Directive Rule-oriented Homogeneity 9 -5 workdays Hierarchies Work on-site - Contemporary Participative Customer oriented Diversity No time boundaries Lateral networks Work anywhere

The Levels of an Organization

The Levels of an Organization

Efficient Management Effective Management

Efficient Management Effective Management

The Four Function of Management

The Four Function of Management

Mintzberg’s Management Roles

Mintzberg’s Management Roles

Skills That Managers Need Top Managers Middle Managers Conceptual Human Technical Middle Managers

Skills That Managers Need Top Managers Middle Managers Conceptual Human Technical Middle Managers

The Environment The Open System Inputs -Materials -Capital -Labor -Data Transformation -Management -Employees -Technology

The Environment The Open System Inputs -Materials -Capital -Labor -Data Transformation -Management -Employees -Technology -Operation Outputs -Products -Service -Profits -Losses

The Contingency Perspective

The Contingency Perspective

Organizational Type Organizational Level Is the Manager’s Job Universal ? Organizational Size Cross National

Organizational Type Organizational Level Is the Manager’s Job Universal ? Organizational Size Cross National Transferability

Why Study Management ? - You should understand how organization are managed. - You

Why Study Management ? - You should understand how organization are managed. - You will either manager or be managed.

Theory and Conceptual Administration (B) Songklot Phonphuak…Lecturer joke 1977@hotmail. com 089 -9912087

Theory and Conceptual Administration (B) Songklot Phonphuak…Lecturer joke 1977@hotmail. com 089 -9912087

Historical Background Of Management Theories 1 Early Example 2 Adam Smith 3 Industrial Revolution

Historical Background Of Management Theories 1 Early Example 2 Adam Smith 3 Industrial Revolution Egyptian Pyramids Wealth of Nation Machine Power Great Wall of China Division of Labor Mass Production

Develop a science for each element of work Select, train and develop workers Taylor’s

Develop a science for each element of work Select, train and develop workers Taylor’s Four Principle of Management Cooperate with works Divide work and responsibility equally

General Principle Management (Taylor’s) • • • Division of work Authority and Responsibility Discipline

General Principle Management (Taylor’s) • • • Division of work Authority and Responsibility Discipline Unity of Command Unity of Direction Subordination of Individual General Interest

General Principle Management (Taylor’s) • • Remuneration Centralization Scalar Chain Order Equity Stability of

General Principle Management (Taylor’s) • • Remuneration Centralization Scalar Chain Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps

Henry Fayol 1. 2. 3. 4. 5. Management Function ( POCCC) Planning Organizing Commanding

Henry Fayol 1. 2. 3. 4. 5. Management Function ( POCCC) Planning Organizing Commanding Coordinating Controlling

Max Weber (Bureaucracy) • • • Division of Labour Authority Hierarchy Formal Selection Formal

Max Weber (Bureaucracy) • • • Division of Labour Authority Hierarchy Formal Selection Formal Rules and Regulations Impersonality Career Orientation

Maslow (Malow’s Hierarchy of Needs Theory( Self-Actualization Esteem Needs Social Needs Safety Needs Physiological

Maslow (Malow’s Hierarchy of Needs Theory( Self-Actualization Esteem Needs Social Needs Safety Needs Physiological Needs

Theories of Leadership 1. 2. 3. 4. 5. 6. )Six Traits That Differentiate Leaders

Theories of Leadership 1. 2. 3. 4. 5. 6. )Six Traits That Differentiate Leaders From Nonleaders) Drive Desire to lead Honesty and integrity Self-confidence Intelligence Job-relevant knowledge

Trend and Present Administration in the Future • • • Globalization Workforce Diversity Information

Trend and Present Administration in the Future • • • Globalization Workforce Diversity Information Technology or IT Continually Learning and Adaptive Org. Total Quality Management or TQM

Organizational Culture and Environment Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

Organizational Culture and Environment Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

What’s Cultures? Organization Changing? Organization Cultures Changing? Cultures Changing Rise Death Continue Process Normal

What’s Cultures? Organization Changing? Organization Cultures Changing? Cultures Changing Rise Death Continue Process Normal Implementation Behavior Popularity Behavior Setting Extensively Behavior Cultures Build or Change Cultures Forster Popularity Change

How Should We View The Role of Management? The Omnipotent View The Symbolic View

How Should We View The Role of Management? The Omnipotent View The Symbolic View The Synthesis View

Dimensions of Organization • • Innovation and Risk Taking Attention to Detail Outcome Orientation

Dimensions of Organization • • Innovation and Risk Taking Attention to Detail Outcome Orientation People Orientation Team Orientation Aggressiveness Stability Non-Stability

Size of The Organization Age of The Organization Strong Culture Versus Weak Culture Intensity

Size of The Organization Age of The Organization Strong Culture Versus Weak Culture Intensity of Organization Culture Employee Turnover

How Do Employees Learn About The Culture of an Organization? • Stories • Rituals

How Do Employees Learn About The Culture of an Organization? • Stories • Rituals • Material Symbols • Language

Globalization Managing The Global Environment (Organization and Management) Songklot Phonpuak…Lecturer Joke 1977@hotmail. com 089

Globalization Managing The Global Environment (Organization and Management) Songklot Phonpuak…Lecturer Joke 1977@hotmail. com 089 -9912087

Companies With Over 60 Percent of Revenue From Non-US. Operation • Exxon _______________________76. 8

Companies With Over 60 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

Three Attitudes Towards International Business • Ethnocentric • Polycentric • Geocentric

Three Attitudes Towards International Business • Ethnocentric • Polycentric • Geocentric

The Changing Business Environment Regional Trading Alliances European Union ( EU ) North American

The Changing Business Environment Regional Trading Alliances European Union ( EU ) North American Free Tread Agreement ( NAFTA ) Association of Southeast Asian Nations ( ASEAN )

Global Organization The Changing Business Environment Global Trading Alliances Multinational Corporations Organization ( MNC

Global Organization The Changing Business Environment Global Trading Alliances Multinational Corporations Organization ( MNC ) Transnational Corporations ( TNC ) Borderless

How Organizations Go International Stage 1 Stage 2 Stage 3 Export to Foreign Countries

How Organizations Go International Stage 1 Stage 2 Stage 3 Export to Foreign Countries Contract Foreign Hire Foreign Agents or Brokers Joint Venture Foreign Managers Licensing Franchising Subsidiary

Managing in A Foreign Country Legal-Political Environment Economic Environment Culture Environment

Managing in A Foreign Country Legal-Political Environment Economic Environment Culture Environment

Individualism Versus Collectivism Power Distance Hofsted’s Dimensions of National Culture Quantity Versus Quality of

Individualism Versus Collectivism Power Distance Hofsted’s Dimensions of National Culture Quantity Versus Quality of Life Uncertainty Avoidance

Criteria for Making Global Employee Selection Decision • • • Ability to adapt Technical

Criteria for Making Global 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

Factors Affecting International Adjustment Pre-Assignment Adjustment Individual Training Experience Expectations Organization Selection Criteria and

Factors Affecting International Adjustment Pre-Assignment Adjustment Individual Training Experience Expectations Organization Selection Criteria and Mechanisms

Factor Affecting International Adjustment In-Country Adjustment Individual Factors Job Factors Organization Culture Organization Socialization

Factor Affecting International Adjustment In-Country Adjustment Individual Factors Job Factors Organization Culture Organization Socialization Nonworking Factors

Decision Making : The Essence of the Managers’ Job Songklot Phonphuak…Lecturer 089 -9912087 Joke

Decision Making : The Essence of the Managers’ Job Songklot Phonphuak…Lecturer 089 -9912087 Joke 1977@hotmail. com

Identification of a Problem Identification of Decision Criteria Allocation of Weights to Criteria Development

Identification of a Problem 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

Planning - What are the organization’s long-term objective? - What strategies will best achieve

Planning - What are the organization’s long-term objective? - What strategies will best achieve those objective? - What should the organization’s shortterm 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?

Organizing - How many employees should I have report directly to me? - How

Organizing - How many employees 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?

1 Identification of a Problem 2 Target of Alternative 3 Alternatives 7 Decision 4

1 Identification of a Problem 2 Target of Alternative 3 Alternatives 7 Decision 4 Objective Setting 5 Objective Certainty 6 Non-objections

Well-Structured Problems and Programmed Decisions Poorly-Structured Problems and Non-programmed Decisions Integration

Well-Structured Problems and Programmed Decisions Poorly-Structured Problems and Non-programmed Decisions Integration

High Analytic Conceptual Directive Behavioral Low Rational Intuitive

High Analytic Conceptual Directive Behavioral Low Rational Intuitive

Overconfidence Hindsight Self-Serving Sunk Costs Randomness Representation Decision-Making Errors and Biases Availability Immediate Gratification

Overconfidence Hindsight Self-Serving Sunk Costs Randomness Representation Decision-Making Errors and Biases Availability Immediate Gratification Anchoring Effect Selective Perception Confirmation Framing

Foundations of Planning Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

Foundations of Planning Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

What’s Planning? - What’s To Be Done. - How It’s To Be Done. PLANNING…

What’s Planning? - What’s To Be Done. - How It’s To Be Done. PLANNING… Formal Planning Informal Planning

Purpose of Planning Gives Direction Coordinate Cooperate Planning Reduces Uncertainty Planning Reduces Overlapping and

Purpose of Planning Gives Direction Coordinate Cooperate Planning Reduces Uncertainty Planning Reduces Overlapping and Wasteful Activities Planning Sets the Standard Used in Controlling

The Role of Goals and Plans in Planning Goals are Objectives Plans

The Role of Goals and Plans in Planning Goals are Objectives Plans

Types of Goals Social Responsibility Profits Market Shared - Financial Goals & Strategic Goals

Types of Goals Social Responsibility Profits Market Shared - Financial Goals & Strategic Goals - Stated Goals & Real Goals

Types of Plans Breadth Time Frame Specificity Frequency of Use Strategic Long term Directional

Types of Plans Breadth Time Frame Specificity Frequency of Use Strategic Long term Directional Single use Operational Short term Specific Standing

Contingency Factors in Planning 1. Manager’s Level - Strategic Planning - Operational Planning 2.

Contingency Factors in Planning 1. Manager’s Level - Strategic Planning - Operational Planning 2. Environmental Uncertainty - Specific - Flexible 3. Time Frame of the Plans

Planning in the Hierarchy of Organizations Strategic Planning Top Executives Middle-Level Managers Operational Planning

Planning in the Hierarchy of Organizations Strategic Planning Top Executives Middle-Level Managers Operational Planning First-Level Managers

Effective Planning in Dynamic Environments Specific But Flexible Ongoing Process Change Direction if Environmental

Effective Planning in Dynamic Environments Specific But Flexible Ongoing Process Change Direction if Environmental Conditions Changed Stay Alert to Environmental Changes

Strategic Management Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

Strategic Management Songklot Phonphuak…Lecturer Joke 1977@hotmail. com 089 -9912087

Why is Strategic Management Important? External Analysis -opportunities -threats Identify the organization’s SWOT Analysis

Why is Strategic Management Important? External Analysis -opportunities -threats Identify the organization’s SWOT Analysis current mission, goals, and strategies Internal Analysis -strengths -weaknesses Formulate Strategies Implement Strategies Evaluate Results

Multibusiness Corporation Unit 1 Strategic Business Unit 2 Research and Development Strategic Business Unit

Multibusiness Corporation Unit 1 Strategic Business Unit 2 Research and Development Strategic Business Unit 3 Manufacturing Strategic Marketing Human Resources Business Finance

Corporate Level Strategy Direction Mission Vision Growth Strategy Stability Strategy Renewal Concentration Growth Strategy

Corporate Level Strategy Direction Mission Vision Growth Strategy Stability Strategy Renewal Concentration Growth Strategy Vertical and Horizontal Integration Diversification

Corporate Level Strategy Growth Strategy Stability Strategy Renewal Stability Strategy Pause/Proceed with Caution Strategy

Corporate Level Strategy Growth Strategy Stability Strategy Renewal Stability Strategy Pause/Proceed with Caution Strategy No Change Strategy Profit Strategy

Corporate Level Strategy Growth Strategy Stability Strategy Renewal Retrenchment Strategy Turnaround Strategy

Corporate Level Strategy Growth Strategy Stability Strategy Renewal Retrenchment Strategy Turnaround Strategy

Business Level Strategy The Role of Competitive Advantage - Distinctive Competencies - Competitive Advantage

Business Level Strategy The Role of Competitive Advantage - Distinctive Competencies - Competitive Advantage - Competitive Differentiation - Cost Leadership - Focus Competitive Advantage Strategies Cost Leadership Strategy Differentiation Strategy Focus Strategy

Functional Level Strategy Research and Development Manufacturing Marketing Finance Human Resources

Functional Level Strategy Research and Development Manufacturing Marketing Finance Human Resources

University of Iowa Ohio State Behavioral Dimension Conclusion Democratic style: involving subordinates, delegating Democratic

University of Iowa Ohio State Behavioral Dimension Conclusion 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 Consideration: being considerate of followers’ ideas and feelings Initiating structure: structuring work and work relationships to meet job goals High-high leader (high in consideration and high in initiating structure) achieved high subordinate performance and satisfaction, but not in all situations.

. University of Michigan Managerial Grid Behavioral Dimension Employee-oriented: emphasized interpersonal relationships and taking

. University of Michigan Managerial Grid Behavioral Dimension Employee-oriented: emphasized interpersonal relationships and taking care of employees’ needs Production-oriented: emphasized technical or task aspects of job Conclusion Employee-oriented leaders were associated with high group productivity and higher job satisfaction. Concern for people: measured leader’s concern for subordinates on a scale of 1 to 9 (low to high) Concern for production: measured leader’s concern for getting job done on a scale of 1 to 9 (low to high) Leaders performed best with a 9. 9 style (high concern for production and high concern for people).

1, 9 9, 9 5, 5 1, 1 9, 1

1, 9 9, 9 5, 5 1, 1 9, 1

Skill (Each check mark denotes which group Scored higher on the respective studies) Men

Skill (Each check mark 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 √√* √√ √√*