Management Of Organizations - Professor Ann Swiech Spring 20

Management Of Organizations 307professor Ann Swiechspring 2014proper

Management of Organizations #307 Professor: Ann Swiech Spring 2014 Property of Professor Swiech-Notes Cannot be reproduce without permission Attendance Introductions Name Year in College (Junior, Senior) Major If you were an animal, what would you be and why or; What is one goal you would like to accomplish during your lifetime? Go through syllabus Exercise: Count off in fives, find your group and collaborate on the following question: ‘Many times we use the word manager and leader interchangeably, is there a difference between a manager and a leader; and if so what are the differences?’ Please discuss with your group, everyone should participate with their input, come to agreement on your answer. Select a spokesperson for your group to communicate your groups answer.

Chapter 1: Management: Getting things done through other people. Whether they report to you or not (influencing skills) Different types of Managers : This is not in the book, but based on my experiences 1. Manage a function but not people – i.e. a Procurement Manager 2. Manage people but not necessarily a function – i.e. HR Manager 3. Manage people and a function- Operations Manager Principles of Management : Is how you get things done through other people. Influencing is very important here, especially if you are an individual contributor P-O-L-C: Management Functions Planning: Setting objectives and determining a course of action Organizing: Designing an organizational structure and allocating resources to meet objectives Leading: The social and informal sources of influence that you use to inspire action taken by others Controlling: Ensuring that performance does not deviate from standards Exercise/Case Study: Case Study Questions: There is a discussion on page 11 about types of managers: Top Managers Line Managers These are not used too frequently today, except maybe in a production or distribution facility. Typically there are Supervisors, Managers and Senior Managers The Nature of Managerial Work: Professor Henry Mintzberg conducted a study in the 1970s on what managers actually do. The figure on page 12 illustrates “The Ten Managerial Roles” Interpersonal Figurehead – represent the workers Provide Information Leader – tells people what to do Liaison - go between with higher management Informational Monitor - is work being completed Process Information Disseminator - communication/information Spokesperson - to higher management Decisional Entrepreneur Use Information Disturbance Handler Resource Allocator Negotiator Students should review exercise on page 13 Leadership, Entrepreneurship and Strategy : page 13 The principles of management are drawn from a number of academic fields, including: Leadership: The ability to influence others toward a common goal – Who: Who helps lead the organization forward Entrepreneurship: The recognition of opportunities and the use of resources to execute new ideas for a new venture. Example: ability of Google to anticipate needs – What: What an organization’s purpose is-identifying opportunities and solving problems Strategy: a concept of how an organization will achieve its objectives- How: Make sure a good strategy is in place to realize those opportunities Principles of Management have 4 major functions Planning : Establishing the Vision and Mission Statement, strategizing, goals and objectives Strategic Planning: Usually has a long time frame; 3 years plus. Looks at competitive threats, strengths, and weaknesses. Based on the organization’s vision Tactical Planning : Intermediate range, 1-3 years specific means to implement the strategy, mid-managers are involved Operational Planning: Short range (less than 1 year), specific action plans to meet tactical and strategic plan Example: Strategic Plan: Gain 3% additional market share vs. 2012 within 5 years Tactical Plan: Increase marketing presence in print media by 25% and reduce retail pricing by 4% from 2012 levels Operational Plan: Hire a new Marketing Manager with extensive print media experience, deconstruct costs in order to gain cost savings and analyze direct material strategic sourcing opportunities to reduce cost and increase customer expectations Organizing : Organization design, culture (environment) and social networks Designing an organizational structure and allocating resources to meet objectives Leading: Leadership, decision making, communications, groups/teams, motivation The social and informal sources of influence that you use to inspire action taken by others Controlling: Systems, processes, ALSO ADD in audit and contingency plans Ensuring that performance does not deviate from standards that have been set 3 Steps : 1. Establish performance standards-what will you measure, how and what are consequences 2. Compare actual performance vs. the standard 3. Corrective Measure ALSO ADD : Consequences Example: Transportation Quality Review: a program based on 6 Sigma that reviews a supplier’s performance on set criteria, with an established weighting of categories and consequences and corrective measure based on results Economic, Social and Environmental Performance: Economic Performance: Providing some sort of benefit through product innovation and efficient use of resources. This is usually associated with some type of profit. Social and Environmental Performance: This is a form of measure that is becoming more popular in the business world. Now there are courses on it in schools, and many companies have their own CSR: Corporate Social Responsibility position and/or department. It has companies taking interest in society and some form of responsibility for their impact on their suppliers, customers, employees, shareholders, communities and environment. To take it further companies look at improving the quality of life for its employees, their families and the local community where they are located. You can see this many times by large corporations that have a dominant presence in a town having their employees volunteering to better the community in some way (new landscaping, painting old structures etc.). Two companies that were trailblazers in this area were Ben and Jerry’s and S.C. Johnson.

Paper For Above instruction

Management of organizations is a foundational aspect of business operations, emphasizing the effective coordination of resources and people to achieve organizational objectives. As articulated by Swiech (2014), management involves getting things done through others, often requiring influence, strategy, and leadership skills. This paper explores the core principles of management, the roles managers play, and the significance of leadership, entrepreneurship, and strategy within organizational contexts.

Fundamentally, management can be categorized into different types based on their focus and responsibilities. Swiech (2014) describes managers who oversee specific functions, manage people, or do both simultaneously. For example, procurement managers manage specific functions, HR managers oversee personnel, and operations managers handle both aspects. All these roles require a nuanced understanding of influence and organizational design to ensure objectives are met effectively. The traditional management functions—planning, organizing, leading, and controlling—serve as a framework for guiding managerial activities. Planning involves setting objectives and devising strategies; organizing pertains to structuring resources; leading focuses on motivating and influencing employees; and controlling ensures performance aligns with standards (Swiech, 2014).

Henry Mintzberg's seminal work (1970s) expanded understanding of managerial roles, categorizing activities into interpersonal roles (figurehead, leader, liaison), informational roles (monitor, disseminator, spokesperson), and decisional roles (entrepreneur, disturbance handler, resource allocator, negotiator). These roles reflect the multifaceted nature of management, demanding a combination of soft skills, communication, decision-making, and strategic influence (Mintzberg, 1975). The ability to embody these roles effectively determines managerial success and organizational performance.

Leadership, entrepreneurship, and strategy form the triad essential for organizational success. Leadership, defined as influencing others toward a shared goal, involves inspiring, motivating, and guiding teams (Northouse, 2018). Entrepreneurs identify opportunities and mobilize resources to innovate and drive growth, exemplified by companies like Google, which anticipated market needs and capitalized on emerging trends (Schumpeter, 1934). Strategy, on the other hand, is about aligning organizational resources and activities to achieve long-term goals amidst competitive threats and market dynamics (Porter, 1985). Developing a sound strategy requires understanding organizational strengths, weaknesses, threats, and opportunities, and formulating plans to leverage or mitigate these factors.

Management functions are conducted at varying strategic levels, from long-term strategic planning to short-term operational plans. Strategic planning, with a horizon of over three years, considers competitive threats, organizational strengths, and weaknesses, guiding the overall direction of the firm (Bryson, 2018). Tactical planning, spanning 1-3 years, translates strategic objectives into specific initiatives, while operational planning focuses on short-term actions, such as hiring or process improvements (Daft, 2015). Implementing these plans necessitates designing an organizational structure aligned with strategic goals and cultivating organizational culture—elements that influence decision-making and employee behavior.

Effective leadership and decision-making are pivotal to organizational performance. Leadership involves decision-making, communication, motivation, and team management, which should be supported by systems and processes for overseeing performance (Yukl, 2013). Controlling functions are essential for ensuring standards are met through establishing benchmarks, measuring actual performance, and applying corrective actions when discrepancies arise (Swiech, 2014). For example, a transportation quality review based on Six Sigma methodologies assesses supplier performance, reinforces standards, and implements corrective measures to ensure quality consistency.

Organizations increasingly recognize the importance of social and environmental performance alongside economic outcomes. Corporate social responsibility (CSR) initiatives reflect a company's commitment to societal well-being and environmental sustainability (Carroll, 1999). Companies like Ben & Jerry’s and S.C. Johnson pioneered CSR programs, integrating social and environmental concerns into their business strategies and fostering community engagement (McWilliams & Siegel, 2001). These efforts demonstrate that sustainable business practices can coincide with profit generation, enhancing brand reputation and stakeholder trust.

In conclusion, effective management integrates strategic planning, influence, leadership, and social responsibility to drive organizational success in a competitive global environment. Managers must embody diverse roles, adapt their strategies, and uphold responsibilities beyond profit to include social and environmental impacts, ensuring long-term sustainability and stakeholder satisfaction (Swiech, 2014; Mintzberg, 1975; Porter, 1985). As organizations navigate complexity and rapid change, mastering these principles remains essential for enduring success.

References

• Bryson, J. M. (2018). Strategic Planning for Public and Nonprofit Organizations. John Wiley & Sons.
• Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38(3), 268–295.
• Daft, R. L. (2015). Management. Cengage Learning.
• McWilliams, A., & Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117–127.
• Mintzberg, H. (1975). The manager’s role. Harvard Business Review, 53(4), 49–61.
• Northouse, P. G. (2018). Leadership: Theory and Practice. SAGE Publications.
• Porter, M. E. (1985). Competitive advantage. Free Press.
• Schumpeter, J. A. (1934). The theory of economic development. Harvard University Press.
• Swiech, A. (2014). Management of organizations. Unpublished course notes.
• Yukl, G. (2013). Leadership in Organizations. Pearson.