Our course web site:

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Our course web site

• http//instruct.uwo.ca/health-sciences/472a/

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Managerial skills

• General skills
• Conceptual skills
• Interpersonal skills
• Technical skills
• Political skills

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Managerial skills

• Specific skills
• Controlling organizational environment and
  resources
• Organizing and coordinating
• Handling information
• Providing for growth and development
• Motivating employees and handling conflicts
• Strategic problem solving

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Management Competencies

• What are management competencies?
• What do management competencies different from
  managerial skills?
• What is a popular method measuring management
  competencies?

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Are top managers over paid?
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Some facts

• On April 12, 2001, Intel announced that its CEO
  Craig Barrett earned 3.8 million.
• In 1996, Lawrence Coss, CEO of Green Tree
  Financial Corp. earned 102 million. This will
  take a minimum wage worker in the company over
  7,500 years to earn this amount.

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Why study management?

• Organizations need management to improve itself
• Better understanding of managerial behaviors

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Historical Roots of Contemporary Management
Practices

• Objectives
• Understand the evolution of management theories
  and practices
• Become knowledgeable about some key influencers
  of the contemporary management practices

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Classical approach

• Scientific management
• Frederick Winslow Taylor
• General administrative theory
• Henri Fayol
• Max Weber

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Frederick Taylor (1865-1917)American Engineer

• Key contributions
• Standardization of tasks
• Divide work between mgt.
• and workers
• Cooperate with workers
• Selection and train workers

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Henri Fayol (1841-1925)French Engineer

• Key contributions
• define major functions,
• e.g. planning, organizing,
• commanding, coordinating,
• controlling.
• 14 principles of mgt. (division of work,
  authority, order, et.)

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Max Weber (1864-1920)German sociologist and
political economist

• Key contributions
• Division of labor
• Authority hierarchy
• Formal selection
• Rules and regulations
• Impersonal relationship
• Career orientation

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Summary of classical approach

• Similarities
• Management vs. workers
• Task standardization
• Paid according to the productivity
• Worker selection
• Limited workers role in organizations (machine)
• Differences
• Overall organizational effectiveness
• Productivity of operative personnel

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Human resources Approach

• Two key examples
• Elton Mayos Hawthorne studies
• McGregors Theory X and Theory Y

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Hawthorne studies (1920s-1930s)

• Conclusions
• Worker satisfaction and performance are basically
  not economic depending on working conditions,
  management encouragement, and effective
  communications
• Group factors are important

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Douglas McGregor (1906-1964)American social
psychologist

• Theory X
• Negative view of human behavior
• People basically immature, need direction and
  control, lazy, incapable of taking responsibility
• Theory Y
• Self-respect (satisfaction of ego)
• self-development (learn, responsibility)
• self-control in contrast to external control

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Other studies under HRA

• Improving working conditions (Robert Owen)
• Studying human behaviors (Hugo Munsterberg)
• Group activities (Mary Follett)
• Social interactions (Chester Barnard)

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Summary of HRA

• Active roles played by employees
• social factors on employees performance
• Organizations as social systems

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The quantitative approachworld-world II

• Focus
• Maximizing resource allocation
• Improving decision making (payoff-matrices,
  decision trees, break-even analysis, etc.)
• Others

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Three views of management

• The process approach (e.g.Henri Fayol)
• The system approach (e.g. Chester Barnard)
• The contingent approach