Introduction to Organization and Management Songklot PhonphuakLecturer Joke
- Slides: 93
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 a Deliberate Structure
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 - Contemporary Participative Customer oriented Diversity No time boundaries Lateral networks Work anywhere
The Levels of an Organization
Efficient Management Effective Management
The Four Function of Management
Mintzberg’s Management Roles
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 -Operation Outputs -Products -Service -Profits -Losses
The Contingency Perspective
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 will either manager or be managed.
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 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 Four Principle of Management Cooperate with works Divide work and responsibility equally
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 Tenure of Personnel Initiative Esprit de Corps
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 Rules and Regulations Impersonality Career Orientation
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 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 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
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 The Synthesis View
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 of Organization Culture Employee Turnover
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 -9912087
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
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 ) Transnational Corporations ( TNC ) Borderless
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
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 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 Mechanisms
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 1977@hotmail. com
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 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 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 Objective Setting 5 Objective Certainty 6 Non-objections
Well-Structured Problems and Programmed Decisions Poorly-Structured Problems and Non-programmed Decisions Integration
High Analytic Conceptual Directive Behavioral Low Rational Intuitive
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
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 Wasteful Activities Planning Sets the Standard Used in Controlling
The Role of Goals and Plans in Planning Goals are Objectives Plans
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 Single use Operational Short term Specific Standing
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 First-Level Managers
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
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 3 Manufacturing Strategic Marketing Human Resources Business Finance
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 No Change Strategy Profit 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 - 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
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 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
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 √√* √√ √√*
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