powerpoint help - Assignment Essays

In this presentation, you will serve as a consultant by applying concepts that you learned in class and applying them to organizational problems at a company that you have either personally worked with in the past or are currently working at now. Observe the organization and identify two problems with the way that they are conducting business. Review the concepts that we have learned over the course of this class and think about how two of the concepts can be applied to address the two problems that you identified.

The presentation must describe the company you are currently worked at or have worked at in the past, the two problems that you identified, and the two concepts that you learned from the class to address the two problems. It should also include a conclusion that summarizes how the concepts you learned from class can specifically help to improve the organization’s effectiveness. Your presentation should also be used to convey your information most effectively. For example, there should not be too much text on any one slide and it should be free of any grammar/typo issues.

Your presentation should be a maximum of 5 minutes long and should include your voice recorded over your slides. The slides of your presentation will only be accepted using PowerPoint. Google Slides will not be accepted and you will receive a zero if they are submitted instead of a PowerPoint file. The rubric below will be used to grade the presentation. Please read the rubric carefully for further instructions.

3/8/23, 12:21 AM M8: Final Presentation

https://montclair.instructure.com/courses/170025/assignments/1542692 2/3

Criteria Ratings Pts

10 pts

5 pts

25 pts

Grammar/Spelling/Readability 10 to >9.0 pts
Excellent

Presentation has no spelling
or grammar issues, and
reads smoothly.

9 to >7.0 pts
Acceptable

Presentation has a
minor grammar or
spelling error.

7 to >4.0 pts
Minimally Acceptable

Presentation has a few
grammar or spelling
errors.

4 to >0 pts
Unacceptable

Presentation has so many grammar
or spelling errors that it is difficult or
impossible to understand.

Introduction/Background about the
company. Needs to include the name of
the company, mission of the company,
size (how many employees at the location
where you worked), location, and
product/service provided

15 to >14.0 pts
Excellent

Includes the name,
mission, size,
location, and
service provided.

14 to >12.0 pts
Acceptable

12 points if missing
one of the following:
name, mission, size,
location, or
product/service
provided.

12 to >9.0 pts
Minimally
Acceptable

9 points if missing
two of the following:
name, mission, size,
location, or
product/service
provided.

9 to >6.0 pts
Unacceptable

6 points if missing
three of the following:
name, mission, size,
location, or
product/service
provided

6 to >0 pts
No Marks

3 points if missing four of
the following: name,
mission, size, location, or
product/service provided
and 0 points if none of
this information is
provided.

Problem #1 – Clearly identify AND
describe the first organizational problem.

25 to >24.0 pts
Excellent

The problem in the organization
is clearly identified and
described. It is clear what the
problem is and why it
specifically is a problem for the
company.

24 to >15.0 pts
Acceptable

The problem is clearly
identified but the
description is vague as to
WHY this is specifically a
problem for the company.

5 to >1.0 pts
Unacceptable

The problem is not clearly
identified and the reasoning
for WHY this is specifically a
problem for the company is
vague or not present.

1 to >0 pts
Not present

There is no problem
identified or the problem
and the reasoning that
is identified is not
relevant to the course
material.

Description of the specific concept that
you learned from class that can be used to
help fix and address Problem #1 that you
identified.

25 to >24.0 pts
Excellent

There is a specific and clear
description of the relevant course
material and how that material
can be applied to help address

and fix the first problem identified.

24 to >15.0 pts
Acceptable

There is a clear description
of a solution that could fix
the problem but the class

material referenced is
vague.

15 to >1.0 pts
Minimally Acceptable

There is a vague
description of the problem
and/or there is no specific

material from class that is
referenced.

1 to >0 pts
Not Present

There is no identification
of a solution and no
specific material from

class that can be applied
to fix the problem.

Problem #2 – Clearly identify AND
describe the second organizational
problem.

25 to >24.0 pts
Excellent

The problem in the organization
is clearly identified and
described. It is clear what the
problem is and why it
specifically is a problem for the
company.

24 to >15.0 pts
Acceptable

The problem is clearly
identified but the
description is vague as to
WHY this is specifically a
problem for the company.

15 to >1.0 pts
Unacceptable

The problem is not clearly
identified and the reasoning
for WHY this is specifically a
problem for the company is
vague or not present.

1 to >0 pts
Not present

There is no problem
identified or the problem
and the reasoning that
is identified is not
relevant to the course
material.

Description of the specific concept that
you learned from class that can be used to
help fix and address Problem #2 that you
identified.

25 to >24.0 pts
Excellent

There is a specific and clear
description of the relevant course
material and how that material
can be applied to help address

24 to >15.0 pts
Acceptable

There is a clear description
of a solution that could fix
the problem but the class

15 to >1.0 pts
Minimally Acceptable

There is a vague
description of the problem
and/or there is no specific

1 to >0 pts
Not Present

There is no identification
of a solution and no
specific material from

3/8/23, 12:21 AM M8: Final Presentation

https://montclair.instructure.com/courses/170025/assignments/1542692 3/3

Total Points: 140

Criteria Ratings Pts

10 pts

5 pts

and fix the second problem
identified.

material referenced is
vague.

material from class that is
referenced.

class that can be applied
to fix the problem.

Conclusion – Summary of how the
company would be more successful by
improving their management practices as
discussed in this course.

10 pts
Excellent

There is a clear summary of
how the company would
specifically be more successful
if they implemented the
management practices
recommended in the paper.

10 to >5.0 pts
Minimally Acceptable

There is a summary identifying the
two solutions proposed in the
paper but there is no clear
connection made as to how these
solutions would specifically help
the company be more successful.

5 to >1.0 pts
Unacceptable

The two solutions proposed are
not mentioned at all in the
conclusion paragraph and there is
no mention of how these solutions
would specifically help the
company be more successful.

1 to >0 pts
No Marks

There is no
conclusion.

Text on Slides 5 pts
Excellent

There is an appropriate
amount of text on each
slide.

5 to >3.0 pts
Minimally Acceptable

There is too much text per slide or the text is not
provided in a way that is easy for the reader to
understand

3 to >0 pts
Unacceptable

There are excessive amounts of text on
the majority of the slides in the
presentation.

MGMT 300
Integrated Core: Management

Management and the Four Functions

Management Defined

Management: process of reaching organizational
goals by working with and through people and
other organizational resources

Management Characteristics

• Process or series of continuing and
related activities

• Involves and concentrates on reaching
org goals

• Reaches these goals by working with &
through people & other org resources

Three main
characteristics:

Four

Main Management Functions

Planning

Organizing

Leading

Controlling

Four Main Management Functions

What are we
planning and why do

we need to plan?

Planning

Organizing

Leading

Controlling

Main Management Functions: Planning

Planning:
• Choosing tasks that must be performed to attain

organizational goals
• Indicating when they should be performed
• Concerned with org success in both short-term and

long-term

Main Management Functions: Planning

Planning Stage Questions:

• What am I trying to accomplish? What is my objective?
• What resources do I have and what do I need to accomplish

org goals?
• What methods and means do I need to use to achieve the

goals?
• Is my plan of action the best one for the org?

Four Main Management Functions

What are we
organizing and why do
we need to organize?

Planning

Organizing

Leading

Controlling

Main Management Functions: Organizing

Organizing:
• Assigning the tasks developed under the planning

function
• Creating a mechanism to put plans into action
• Being flexible and adaptable to meet challenges

Main Management Functions: Organizing

Organizing Stage Questions:

• Who should be assigned to what

tasks?

• Who should be making decisions?
• How can departments be connected to ensure proper

communication?
• How can coordination between departments be best

achieved?

Four Main Management Functions

Why do we need to
lead?

Planning

Organizing

Leading

Controlling

Main Management Functions: Leading

Leading:
• A.K.A. motivating, communicating, or directing
• Concerned primarily with people within orgs
• Guiding the activities of org members in appropriate

directions

Main Management Functions: Leading

Leading Questions:

• How are employees best motivated?
• What style of leadership is best for the company or

department?
• How can employees best be directed to accomplish

tasks?

Four Main Management Functions

What is controlling?
Why do we need to

control?

Planning

Organizing

Leading

Controlling

Main Management Functions: Controlling

Controlling:
• Gather information that measures recent performance

within the org

• Compare present performance to established

performance

standards

• Determine whether the org should be modified to meet

standards

Main Management Functions: Controlling

Controlling Questions:

• How can plans be monitored to ensure they are helping
the org?

• How can appropriate standards for performance be
established so that we can control performance
according to those standards?

• How can we measure org performance?

Main Management Functions

The performance of the four
functions all depend on each other

MGMT 300
Integrated Core: Management

The Management Process and Resource Use

MGMT Process and Org

Resources

Organizational

Resources

 People
 Money
 Raw Materials
 Capital Resources

MGMT Process and Org Resources

Organizational

Resources

 People
 Money
 Raw Materials
 Capital Resources

Production
Process

Inputs Finished
Products

Outputs

 Goods
 Services

Using Resources

• What do you think of when I say the word efficiency?

What does efficiency mean?

• How about effectiveness? What does effectiveness
mean?

• Can an organization be effective but not efficient?
Efficient but not effective? How?

Using Resources

Managerial effectiveness:

MGMT’s use of
organizational resources
in meeting
organizational goals

Managerial efficiency:

Proportion of total
organizational resources
that contribute to
productivity during the
manufacturing process

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals
and not wasting
resources

Reaching goals and
not wasting
resources

Inefficient Not reaching goals
and wasting
resources

Reaching goals and
wasting resources

Ineffective Effective

R
ES

O
U

R
C

E
U

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals
and not wasting
resources

Reaching goals and
not wasting
resources

Inefficient Not reaching goals
and wasting
resources

Reaching goals and
wasting resources

Ineffective Effective

R
ES

O
U

R
C

E
U

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals
and not wasting
resources

Reaching goals and
not wasting
resources

Inefficient Not reaching goals
and wasting
resources

Reaching goals and
wasting resources

Ineffective Effective

R
ES

O
U

R
C

E
U

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals
and not wasting
resources

Reaching goals and
not wasting
resources

Inefficient Not reaching goals
and wasting
resources

Reaching goals and
wasting resources

Ineffective Effective

R
ES

O
U

R
C

E
U

Efficiency and Effectiveness

GOAL ACCOMPLISHMENT

Efficient Not reaching goals
and not wasting
resources

Reaching goals and
not wasting
resources

Inefficient Not reaching goals
and wasting
resources

Reaching goals and
wasting resources

Ineffective Effective

R
ES

O
U

R
C

E
U

MGMT 300
Integrated Core: Management

Levels of Management

and

Management Skill

Universality Principle of Management

Basic ingredients of
successful management

are applicable to all
organizations!

Levels of Management
Top managers

Make long-term decisions about the direction of the org & establishes
policies

Middle managers
Implement policies of top MGMT and supervise/coordinate activities of

first line managers

First-line managers
Make short-term operating decisions and direct non-managerial

personnel

Management Skill

Management skill: the ability to carry out the
process of reaching org goals by working with
and through people and other org resources

Management Skill
Classic View:
• Technical Skill: ability to apply

specialized knowledge and
expertise

• Human Skill: ability to build
cooperation with others

• Conceptual Skill: ability to see
the org as a whole

Management Skill

Top
Management

Middle
Management

First-line
Management

Conceptual
Skills

Human
Skills

Technical
Skills

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

MGMT 300
Integrated Core: Management

Challenges to Exceptional Management

Challenge #1: Staying
Ahead of Rivals
Competitive advantage: ability of
an org to produce goods/services
more effectively than competitors do
to outperform them

• Be responsive to customers

• Innovate

• Have quality

• Have efficiency

Challenge #2: Managing
New Technology

• Knowledge of e-commerce and
e-business

• Artificial intelligence  more
automation in the workforce

• Telecommuting and video
conferencing

Challenge #3: Managing for Diversity

Increasing diversity in:

• Gender

• Race/Ethnicity

• Age

• Sexual Orientation

Challenge #4: Managing
for Globalization

• Globalization: increasingly
interconnected nature of
business around the world

• Companies have to be
prepared to operate and
interact with different cultures

Challenge #5: Managing
for Ethical Standards

• Under pressure, managers can
find themselves in ethical
dilemmas

• Enormous repercussions when
people fail to follow ethical
standards.

Challenge #6: Managing
for Sustainability

Sustainability: economic
development that meets the
needs of the present without
compromising the ability of
future generations to meet
their own needs

Challenge #7: Managing for Meaningfulness

Meaningfulness: sense of
belonging to and serving
something that you believe is
bigger than yourself

MGMT 300
Integrated Core: Management

What is Planning?

Planning Definition

Planning: process of determining how the
organization can get where it wants to go and
what it will do to accomplish its objectives.

Why Plan?

• To minimize risk by reducing uncertainties

• To increase the degree of organizational success

• To establish a coordinated effort within the org

• To ensure integration among org units

Overall  planning helps orgs reach objectives

Planning Advantages and

Disadvantages

Advantages

• Helps managers to be
future-oriented

• Enhances decision
coordination

• Emphasizes
organizational

objectives

Disadvantages

• If overemphasized  can
take up too much
managerial time.

• Managers must balance
organizing, influencing,
and controlling

MGMT 300
Integrated Core: Management

Types of Plans

Two Types of Plans

Standing plan: used over
and over again because it
focuses on org situations
that occur repeatedly Single-use plan: focuses on

unique or rare situations within
the org

Two Types of Plans

Includes:

• Policies: standing plans that furnish broad guidelines for taking action that
are consistent with organizational objectives

• Procedures: standing plans that outline a series of related actions that must
be taken to accomplish a particular task

• Rules: standing plan that designates specific required actions

Standing plan: used over and over again because it focuses on org
situations that occur repeatedly

Two Types of Plans

Includes things like:
• Programs: single-use plan that is designed to carry out a special project

within the org

• Budgets: single-use financial plan that covers a specified length of time.
Details how funds will be spent and maintained

Single-use plan: focuses on unique or rare situations within the org

MGMT 300
Integrated Core: Management

Steps in the Planning Process

and Objectives

Steps in the Planning Process

State organizational objectives

Presenter
Presentation Notes
Maybe managers are stating org objectives but are not choosing the best alternatives for reaching objectives

What is an Objective?

What is an
objective?

Presenter
Presentation Notes
Need clear statement of objectives before anything else. Objectives stipulate those areas in which org planning must occur

Planning Starts With Objectives

Organizational objective: target toward which the
open management system is directed

Proper objectives reflect the purpose of the org

Nike’s Organizational
Purpose

To bring inspiration and
innovation to every athlete in
the world

Their objectives should
therefore be based on this
purpose

Presenter
Presentation Notes
If an org is accomplishing its objectives, it is accomplishing its purpose and thereby justifying its reason for existence

Steps in the Planning Process

State organizational objectives

List alternate ways of reaching objectives

Presenter
Presentation Notes
Maybe managers are stating org objectives but are not choosing the best alternatives for reaching objectives

Steps in the Planning Process
State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Presenter
Presentation Notes
Maybe managers are stating org objectives but are not choosing the best alternatives for reaching objectives

Steps in the Planning Process
State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

Presenter
Presentation Notes
Maybe managers are stating org objectives but are not choosing the best alternatives for reaching objectives

MGMT 300
Integrated Core: Management

Objective Areas and Guidelines for Setting
Objectives

Areas for Organizational Objectives

OBJECTIVES

Managers should strive to set objectives in many
different areas that enable success of the organization

Presenter
Presentation Notes
Public responsibility: objectives that indicate company’s responsibilities to its customers and society and the extent to which the company intends to live up to those responsibilities

Areas for Organizational Objectives

OBJECTIVES

Market
Standing

Innovation

Worker performance
and attitudes

Physical and financial
resources

Managerial performance
and development

Public responsibility

Productivity

Profitability

Guidelines for Making Objectives

1. Involve org members in setting

objectives
2. Be specific and clear
3. Tie objectives to actions
4. Pinpoint expected results
5. Set stretch goals
6. Specify time frame for goals
7. State objectives clearly and simply

MGMT 300
Integrated Core: Management

Management by Objectives

Management by Objectives
1. Org objectives

reviewed

2. Worker
objective set

5. Rewards
given

6. MBO for next
normal operating

period begins

3. Progress
monitored

4. Performance
evaluated

For Successful MBO Program…

1. Top management must be committed and set appropriate

objectives

2. Managers and subordinates must agree on goals

3. Employee performance should be evaluated against
established objectives

4. Managers must reward performance that meets objectives

MBO Advantages and Disadvantages

Advantages
• Emphasize what should be

done to achieve org goals
• Secures employee

commitment to org goals

Disadvantages
• Can be time-consuming
• Can increase the volume of

paperwork

Steps in the Planning Process
State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

Develop plans to pursue chosen alternative

Presenter
Presentation Notes
Maybe managers are stating org objectives but are not choosing the best alternatives for reaching objectives

Steps in the Planning Process
State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

Develop plans to pursue chosen alternative

Put the plans into action!

Presenter
Presentation Notes
Maybe managers are stating org objectives but are not choosing the best alternatives for reaching objectives

MGMT 300
Integrated Core: Management

Plans for Different Management Levels and
Planning Failures

Different Plans for Different MGMT Levels

• Strategic Planning: determine what the org’s long-term goals
should be for the next 1 to 5 years with the resources
expected to be available

• Tactical Planning: determine what contributions departments
can make with their given resources within the next 6-24
months

• Operational Planning: determine how to accomplish specific
tasks with available resources within the next 1-52 weeks

Levels of Management
Top managers

Make long-term decisions about the direction of the org & establishes
policies

Middle managers
Implement policies of top MGMT and supervise/coordinate activities of

first line managers

First-line managers
Make short-term operating decisions and direct non-managerial

personnel

Different Plans for Different MGMT
Levels

Top
Management

Middle
Management

First-line
Management

Strategic Planning

Tactical Planning

Operational Planning

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Why Might
Planning

Fail?

Presenter
Presentation Notes
Ask students

A Few Reasons Why Planning Fails

• Lack of understanding of different parts of planning
process

Steps in the Planning Process

Put the plans into action!

State organizational objectives

List alternate ways of reaching objectives

Develop premises upon which each alternative is based

Choose best alternative for reaching objectives

Develop plans to pursue chosen alternative

Presenter
Presentation Notes
Maybe managers are stating org objectives but are not choosing the best alternatives for reaching objectives

A Few Reasons Why Planning Fails
• Lack of understanding of different parts of planning process

• Some managers not engaged in planning activities

• Management expects that plans will need little effort to
achieve

• Too much is attempted at once

• Management fails to operate the plan

MGMT 300�Integrated Core: Management

Management Defined

Management Characteristics

Four Main Management Functions

Main Management Functions: Planning

Four Main Management Functions

Main Management Functions: Organizing

Four Main Management Functions

Main Management Functions: Leading

Four Main Management Functions

Main Management Functions: Controlling

Main Management Functions

MGMT 300�Integrated Core: Management

MGMT Process and Org Resources

Using Resources

Efficiency and Effectiveness

MGMT 300�Integrated Core: Management

Universality Principle of Management

Levels of Management

Management Skill

MGMT 300�Integrated Core: Management

Challenge #1: Staying Ahead of Rivals
Challenge #2: Managing New Technology

Challenge #3: Managing for Diversity

Challenge #4: Managing �for Globalization
Challenge #5: Managing �for Ethical Standards
Challenge #6: Managing for Sustainability

Challenge #7: Managing for Meaningfulness

MGMT 300�Integrated Core: Management

Planning Definition

Why Plan?

Planning Advantages and Disadvantages

MGMT 300�Integrated Core: Management

Two Types of Plans

MGMT 300�Integrated Core: Management

Steps in the Planning Process

What is an Objective?

Planning Starts With Objectives

Nike’s Organizational Purpose

Steps in the Planning Process

MGMT 300�Integrated Core: Management

Areas for Organizational Objectives

Guidelines for Making Objectives

MGMT 300�Integrated Core: Management

Management by Objectives

For Successful MBO Program…

MBO Advantages and Disadvantages

Steps in the Planning Process

MGMT 300�Integrated Core: Management

Different Plans for Different MGMT Levels

Levels of Management

Different Plans for Different MGMT Levels

Why Might Planning �Fail?

A Few Reasons Why Planning Fails

Steps in the Planning Process

A Few Reasons Why Planning Fails

MGMT 300
Integrated Core: Management

Types of Decisions and Consensus

What is a Decision and
What is Decision Making?

Decision:

A choice made
between two or

more alternatives

Decision Making:

The process of
choosing the best

alternative for
reaching

objectives

Two Types of Decisions

Programmed Decision

• Routine and repetitive. Org develops specific ways
to handle these decisions

Non-programmed Decision
• One-shot decision, less-structured, typically requires

more time and effort

Two Factors for

Making Decisions

Scope of the decision

Level of management

Two Factors for Making Decisions

Scope of the decision: proportion of the total
management system that the decision will affect.

Greater proportion = greater scope

Two Factors for Making Decisions
Levels of management: lower, middle, or upper

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Making Decisions

Consensus: an agreement by all individuals
involved in making that decision.

• Usually involves lengthy discussion

• May ask for input from only managers or mix of
managers and other employees

Making Decisions
Advantages of

Consensus
• Many people focused

on decision.

• Employees more
committed to decision
when involved with
making it.

Disadvantages of
Consensus

• Group may not be able to
come to unanimous
decision

• Could be time-consuming

MGMT 300
Integrated Core: Management

Elements of a Decision

Decision Makers Goals Relevant Alternatives

Ordering of Alternatives Choice of Alternatives

Elements of a Decision

The Decision Makers: people making the decision

Ideal decision maker 
• Uses all of his/her talents when making a decision
• Understands the organization’s potential
• Uses sound judgment and reason

Decision Makers Goals Relevant Alternatives

Ordering of Alternatives Choice of Alternatives

Elements of a Decision

The Goals to be Served:
• Goal to be achieved
• Most often organizational objectives

Decision Makers Goals Relevant Alternatives

Ordering of Alternatives Choice of Alternatives

Elements of a Decision

Relevant Alternatives: alternatives that are considered
feasible solutions for solving an existing problem

Decision Makers Goals Relevant Alternatives

Ordering of Alternatives Choice of Alternatives

Elements of a Decision

Ordering of Alternatives: The ranking of possible
alternatives based on desirability

Decision Makers Goals Relevant Alternatives

Ordering of Alternatives Choice of Alternatives

Elements of a Decision

Choice of Alternatives: selecting an alternative and
establishing the decision

Decision Makers Goals Relevant Alternatives

Ordering of Alternatives Choice of Alternatives

MGMT 300
Integrated Core: Management

The Rational Decision-Making Process

How Do You Choose?
Rational Decision-Making Process

How Do You Choose?
Rational Decision-Making Process
1. Identify an existing problem

Managers can identify problems by:
• Issues raised by managers’ supervisors
• Issues raised by managers’ subordinates
• Normal activity of managers themselves

How Do You Choose?
Rational Decision-Making Process
2. List possible alternatives for solving

the problem and see if any can be
ruled out

a) Authority factors: did a higher-up manager rule out an alternative?
b) Biological/Human factors: do any human factors rule out alternatives?
c) Physical factors: do any physical aspects of the org rule out

alternatives?
d) Technological factors: does the level of tech in the org rule out

alternatives?
e) Economic factors: are certain alternatives too costly?

MGMT 300
Integrated Core: Management

Paradox of Choice

and Selecting the Best
Alternative

Paradox of Choice

Is having a lot of alternatives
a good or bad thing?

Paradox of Choice

Too many
alternatives

Less effective
decision
making

Likely because too many alternatives leads to
decreased motivation to make a decision

How Do You Choose?

Selecting the Best Alternative

1. List out possible effects of
each alternative

2. Decide how probable each
effect will be

3. Compare both effect and
probability to make a
decision

How Do You Choose?

After decision is made,
implement chosen
alternative

How Do You Choose?
Gather Feedback

• Find out whether the chosen
solution is actually solving
the problem

• If problem is not being
solved, need to find another
alternative

MGMT 300
Integrated Core: Management

Bounded Rationality and Types of Thinking

Do Managers Always Make The Best
Decisions?
Bounded rationality: managers do not always have
access to the resources required to make rational
decisions

• When bounded rationality  satisficing occurs

Satisficing: decision is made that is not optimal but is “good enough”

Decision Making: System 1 and
System 2 Thinking

System 2: deliberate,
comprehensive, and slow

System 1: fast, automatic,
and intuitive

MGMT 300
Integrated Core: Management

Decision-Making Biases

Decision Making Biases

Biases: departures from rational thinking often
results in poor decision making.

Decision Making Biases
Bandwagon Effect: the
tendency to believe certain
outcomes will occur because
others believe the same
thing.

Decision Making Biases

Confirmation Bias: tendency to search for
information that supports one’s beliefs and ignore
information that contradicts already-held beliefs

Decision Making Biases
Unrealistic Optimism: tendency to believe that you are
less susceptible to risky events than others

Decision Making Biases

Availability Bias: use of info that is readily
available from memory to make judgments.

Decision Making Biases
Representativeness Bias: tendency to
generalize from a small sample or a single event.

Decision Making Biases

Framing Bias: tendency of decision makers to be
influenced by the way a situation is presented.

Would you
choose this
doctor?

• Out of 100 patients who had this
operation, ninety are still alive after five
years.

• Out of 100 patients who had this
operation, ten were dead before the end
of five years

Decision Making Biases
Framing Bias: tendency of decision makers to be
influenced by the way a situation is presented.

https://www.hy-vee.com/aisles-online/p/31819/Fresh-Ground-Beef-80-Lean-20-Fat

MGMT 300
Integrated Core: Management

Group Decision Making

Managers may also be able to use groups to help
make decisions!

Group Decision Making

Why might
using groups

to make
decisions be
good? Bad?

Presenter
Presentation Notes
Individual’s typically override system 1 with system 2 processes. When intuition guides decision-making, System 1 is not being regulated.
Bandwagon effect: tendency to believe that certain outcomes will occur because others believe the same thing
Image Source: https://elements.envato.com/the-connected-team-is-an-efficient-team-CBF4ZM3

Group Decision Making
Advantages

• Groups can generally come
up with more and better
alternatives than individuals
alone.

Disadvantages

• Takes longer to make a
decision.

• Members of the group can
support the decision.

• Members feel ownership over
their decision.

• Group decisions cost more
because of time of all
individuals involved.

• Decision can be contaminated
by certain group members.

How can groups make decisions:

Brainstorming

Brainstorming: Negative feedback forbidden until all
members have presented alternatives that they
perceive as valuable

• Encourages all group members to participate

• If evaluation starts too early, potential alternatives may
be overlooked

How Can Groups Make Decisions:
Nominal Group Technique

1. Each group member writes down ideas.

2. Each member presents ideas.

3. Entire group discusses ideas together.

4. Secret ballot after all discussion is completed.
Idea with most votes is chosen.

Nominal

Technique

How Can Groups Make Decisions:

Delphi

Group Technique

1. Problem is identified.

2. Group members asked to provide anonymous responses to
surveys.

3. Responses compiled and sent to all members.

4. Individuals asked to generate a new solution that has not yet
been generated.

5. Step 3 and 4 repeated until consensus is reached.

Delphi
Technique

Group Decision Making: Advantages to
Group Decision Making

Encourages as many useful ideas as possible.

Brainstorming

• Group members can offer input without fear of judgement

Nominal

• Ideas can be gathered from members who are not in the
same location

Delphi

Group Decision Making: Disadvantages
to Group Decision Making

• Time wasted on ideas that are impractical.

Brainstorming

• No way for individual group members to know why others
voted the way they did.

Nominal

• Members are unable to ask questions of one another.

Delphi

MGMT 300�Integrated Core: Management
What is a Decision and �What is Decision Making?
Slide Number 3

Two Types of Decisions

Two Factors for Making Decisions

Making Decisions

MGMT 300�Integrated Core: Management

Elements of a Decision

MGMT 300�Integrated Core: Management

How Do You Choose?�Rational Decision-Making Process

How Do You Choose?�Rational Decision-Making Process

MGMT 300�Integrated Core: Management

Paradox of Choice

How Do You Choose? �Selecting the Best Alternative

How Do You Choose?

How Do You Choose? �Gather Feedback

MGMT 300�Integrated Core: Management

Do Managers Always Make The Best Decisions?
Decision Making: System 1 and System 2 Thinking

MGMT 300�Integrated Core: Management

Decision Making Biases

MGMT 300�Integrated Core: Management

Group Decision Making

How can groups make decisions: Brainstorming
How Can Groups Make Decisions:�Nominal Group Technique
How Can Groups Make Decisions: Delphi Group Technique
Group Decision Making: Advantages to Group Decision Making
Group Decision Making: Disadvantages to Group Decision Making

MGMT 300
Integrated Core: Management

What is Strategic Planning and Strategic
Management?

Strategy Defined

Strategy: broad and general plan developed to
reach long-term objectives

What is Strategic Planning?

• Strategy: broad and general plan developed to
reach long-term

objectives

• Strategic planning: long-range planning that
focuses on the org as a whole

How Long Into the Future Should
Managers

Focus

?
• Long-term strategic planning = 3-5 years into the
future

• Commitment principle: managers should
commit funds for planning only if they can
anticipate a return on planning expenses as a
result of long-term analysis

Strategic Management

• Strategic management: process of ensuring
that the org possesses and benefits from the
use of an appropriate strategy

5 steps involved in strategic management…

Strategic Management Process

Environmental

Analysis

Establishing
organizational

direction

Strategy
Formulation

Strategy
implementation

Strategic
control

Strategic Management Process
Environmental

Analysis

Establishing
organizational

direction

Strategy
Formulation

Strategy
implementation

Strategic
control

MGMT 300
Integrated Core: Management

Environmental Analysis

:
The General Environment

Environmental Analysis

Environmental analysis: the study of the
organizational environment to pinpoint factors
that can influence org operations

General
Environment

Industry
Environment

Internal
Environment

Environmental Analysis

Environmental analysis: the study of the
organizational environment to pinpoint factors
that can influence org operations

General
Environment

Industry
Environment

Internal
Environment

Environmental Analysis

General environment: an organization’s external
environment that has long-term implications for
managing the organization

Environmental Analysis

What aspects of the general environment might
influence organizational strategy?

General Environment

Environmental Analysis

Presenter
Presentation Notes
International component: all factors related to org operations. Other countries’ laws, cultures, economics, and politics

General Environment

Social
Component

Environmental Analysis

Presenter
Presentation Notes
International component: all factors related to org operations. Other countries’ laws, cultures, economics, and politics

General Environment

Social
Component

Environmental Analysis

Presenter
Presentation Notes
International component: all factors related to org operations. Other countries’ laws, cultures, economics, and politics

General Environment

Social
Component

Environmental Analysis

Presenter
Presentation Notes
International component: all factors related to org operations. Other countries’ laws, cultures, economics, and politics

General Environment

Social
Component

Technology
Component

Environmental Analysis

Presenter
Presentation Notes
International component: all factors related to org operations. Other countries’ laws, cultures, economics, and politics

General Environment

Social
Component

Technology
Component

Environmental Analysis

Presenter
Presentation Notes
International component: all factors related to org operations. Other countries’ laws, cultures, economics, and politics

MGMT 300
Integrated Core: Management

Environmental Analysis: The Industry
Environment

Environmental Analysis

Environmental analysis: the study of the
organizational environment to pinpoint factors
that can influence org operations

General
Environment

Industry
Environment

Internal
Environment

Environmental Analysis

• Industry Environment: level that contains
components normally having specific and
immediate implications for managing the org

• Porter’s Five Forces Model

Environmental Analysis

Bargaining power
of new entrants

Industry
Competitors

New Entrants

Presenter
Presentation Notes
Starbucks example: threat of new entrants is moderate. Moderate cost of doing

business

in the industry. High cost of developing a brand. New entrants may be able to enter the market but may also find it difficult to compete against the strength of the Starbucks brand.
Threat of buyers/customers: strong. Customers can easily shift from Starbucks to other brands. Many alternatives. Strong effect on the business.
Threat of substitutes: many substitutes. Restaurants, grocery stores, etc. cost of substitutes is low. Many of the substitutes cost less than Starbucks products. Threat of Subsitutes is a strong concern.

Suppliers

: low threat because there is a high variety of suppliers, large overall supply.
Industry competitors: large amount of competiors, McDonalds, Dunkin

Environmental Analysis

Bargaining power
of suppliers

Bargaining power
of new entrants

Industry
Competitors

New Entrants

Suppliers

Presenter
Presentation Notes
Starbucks example: threat of new entrants is moderate. Moderate cost of doing business in the industry. High cost of developing a brand. New entrants may be able to enter the market but may also find it difficult to compete against the strength of the Starbucks brand.
Threat of buyers/customers: strong. Customers can easily shift from Starbucks to other brands. Many alternatives. Strong effect on the business.
Threat of substitutes: many substitutes. Restaurants, grocery stores, etc. cost of substitutes is low. Many of the substitutes cost less than Starbucks products. Threat of Subsitutes is a strong concern.
Suppliers: low threat because there is a high variety of suppliers, large overall supply.
Industry competitors: large amount of competiors, McDonalds, Dunkin

Environmental Analysis

Bargaining power
of suppliers

Bargaining
power of buyers

Bargaining power
of new entrants

Industry
Competitors

New Entrants

Suppliers

Buyers

Environmental Analysis

Bargaining power
of suppliers

Bargaining
power of buyers

Threat of
substitutes

Bargaining power
of new entrants

Industry
Competitors

New Entrants

Suppliers

Substitutes

Buyers

Environmental Analysis

Bargaining power
of suppliers

Bargaining
power of buyers

Threat of
substitutes

Bargaining power
of new entrants

Industry
Competitors

New Entrants

Suppliers

Substitutes

Buyers

MGMT 300
Integrated Core: Management

Internal Environment, Establishing Organizational
Direction, and

Strategy Formulation

Environmental Analysis

Environmental analysis: the study of the
organizational environment to pinpoint factors
that can influence org operations

General
Environment

Industry
Environment

Internal
Environment

Environmental Analysis

• Internal environment: environment that exists
inside the org and has immediate and specific
implications for managing the org

• Includes marketing, finance, and accounting

Strategic Management Process
Environmental

Analysis

Establishing
organizational

direction

Strategy
Formulation

Strategy
implementation

Strategic
control

Establishing Org Direction

Organizational Mission: purpose for which an
organization exists

Establishing Org Direction
Organizational Mission: purpose for which an org exists

Included in mission:
• What types of products or services it produces
• Who its customers tend to be
• What important value it holds

Mission statement: written document with org mission to
provide easy access and understanding of mission

Establishing Org Direction

Importance of Org Mission:

Helps
management
direct human

effort

Provides
guidance on

how resources
should be
allocated

Helps
management
define critical
jobs that must

be
accomplished

Org objectives
flow from
mission

Strategic Management Process
Environmental

Analysis

Establishing
organizational

direction

Strategy
Formulation

Strategy
implementation

Strategic
control

Strategy Formulation: Tools

Strategy Formulation: process of determining
appropriate courses of action for achieving org
objectives and thereby accomplishing the org
purpose

• Critical question

analysis

• SWOT analysis
• Business portfolio

analysis

3
tools:

Critical Question Analysis

Thinking about and answering the following :

• What are the purposes and objectives of the org?
• Where is the org presently going?
• What is the current org environment?
• What can be done better to achieve org objectives in

the future?

SWOT Analysis

• Tool that matches internal org strengths and

weaknesses with external opportunities and threats

• Strengths
• Weaknesses
• Opportunities
• Threats

Strengths
Business strengths are its resources

and capabilities that can be used as a
basis for developing competitive

advantage

Weaknesses
Internal limitations that may interfere
with a company’s ability to achieve

objectives

Opportunities
The external environment analysis

may reveal certain new opportunities
for profit and growth

Threats
The changes in the external

environment that may present threats
to the firm

Presenter
Presentation Notes
Overall – want to take advantage of the company’s strengths and minimize weaknesses to grasp opportunities and avoid threats.
In groups of 4-5 and I will assign you each a company. Write down on your index card strengths, weaknesses, opps, and threats to the company.
Disney
Google
Starbucks

SWOT Analysis
• Tool that matches internal org strengths and

weaknesses with external opportunities and threats

• Strengths
• Weaknesses
• Opportunities
• Threats

Internal

External

Presenter
Presentation Notes
Strengths and weaknesses are in the manager’s firm and opportunities and threats are in the firm’s external environment. Once these things are reviewed, strategy for success will become evident

MGMT 300
Integrated Core: Management

BCG Growth-Share Matrix

Business Portfolio Analysis

• Based on the philosophy that orgs should
develop strategy as much as they handle
investment portfolios

• Two business portfolio tools:


BCG Growth-Share Matrix

 GE Multifactor Portfolio Matrix

Presenter
Presentation Notes
Portfolio tools provide graphic frameworks for analyzing the relationship among businesses of an org and provides useful strategy recommendations
We’re only going to focus on BCG Growth-Share Matrix

Business Portfolio Analysis

• Based on the philosophy that orgs should
develop strategy as much as they handle
investment portfolios

• Two business portfolio tools:
 BCG Growth-Share Matrix
 GE Multifactor Portfolio Matrix

BCG Growth-Share Matrix

• BCG = Boston Consulting Group

• 1st step: Identify the strategic business units

• Strategic business units: significant org segments
that are analyzed to develop org strategy aimed at
generating future business or revenue

BCG Growth-Share Matrix

Strategic
business

units:

• Single business or collection of related
businesses

• Has its own competitors

• Has a manager who is accountable for
its operation

• Is an area that can be independently
planned for within the org

High

Low

Relative Market Share

High

Low

Market
Growth
Rate

BCG Growth-Share Matrix

Presenter
Presentation Notes
Dogs barely support themselves and may actually drain off cash resources generated from other SBUs. Ex: SBUs that produce typewriters or cash registers

Stars

High Low

Relative Market Share

High

Low

Market
Growth
Rate

Stars: Large share of a high-
growth market and typically needs
large amounts of cash to support
rapid and significant growth

BCG Growth-Share Matrix

Presenter
Presentation Notes
Dogs barely support themselves and may actually drain off cash resources generated from other SBUs. Ex: SBUs that produce typewriters or cash registers

Stars

Cash
Cows

High Low

Relative Market Share

High

Low

Market
Growth
Rate

Cash cows: large
share of a market
that is growing only
slightly

BCG Growth-Share Matrix

Presenter
Presentation Notes
Dogs barely support themselves and may actually drain off cash resources generated from other SBUs. Ex: SBUs that produce typewriters or cash registers

Stars Question
Marks

Cash
Cows

High Low

Relative Market Share

High

Low

Market
Growth
Rate

Question Marks: small share
of a high-growth market

BCG Growth-Share Matrix

Presenter
Presentation Notes
Dogs barely support themselves and may actually drain off cash resources generated from other SBUs. Ex: SBUs that produce typewriters or cash registers

Stars Question
Marks

Cash
Cows Dogs

Dogs: relatively
small share of
a low-growth
market

High Low

Relative Market Share

High

Low

Market
Growth
Rate

BCG Growth-Share Matrix

Presenter
Presentation Notes
Dogs barely support themselves and may actually drain off cash resources generated from other SBUs. Ex: SBUs that produce typewriters or cash registers

Strategy Formulation:
Sample Org Strategies
Based on the categorization of the unit in the
BCG Matrix  can help decide on which
strategy.

Growth –
increase amount of

business of unit

Stability –
maintain or slightly
improve amount of

business

Retrenchment –
strengthen or protect
amount of business

Divestiture –
eliminate a business

unit that is not
generating satisfactory

business

Stars Question
Marks

Cash
Cows Dogs

High Low

Relative Market Share

High

Low

Market
Growth
Rate

BCG Growth-Share Matrix

Which boxes
would you match
with the below
strategies?
• Growth
• Stability
• Retrenchment
• Divestiture

MGMT 300
Integrated Core: Management

Common Organizational Strategies

Strategy Formulation

Three generic types of strategies that companies might
use to increase competitiveness of their organization:

Differentiation

Differentiation Strategy

Ex: different design or
brand image, technology,
features, customer
service, or price

Strategy Formulation

Three generic types of strategies that companies might
use to increase competitiveness of their organization:

Differentiation

Cost Leadership

Cost Leadership Strategy

https://www.businesswire.com/news/home/20210415005210/en/Dollar-Tree-Inc.-Introduces-Chesapeake-Media-
Group-Its-Retail-Media-Network-Connecting-Brands-with-Shoppers-in-Real-Time

Strategy Formulation

Three generic types of strategies that companies might
use to increase competitiveness of their organization:

Differentiation

Cost Leadership

Focus

Focus Strategy

MGMT 300
Integrated Core: Management

Strategy Implementation

and Control

Strategic Management Process
Environmental

Analysis

Establishing
organizational

direction

Strategy
Formulation

Strategy
implementation

Strategic
control

Strategy Implementation

Strategy implementation: putting formulated
strategies into action

What skills are needed for successful
strategy implementation?

Strategy Implementation

ability to manage peopleInteracting skills:

ability to provide the org resources necessaryAllocating skills:

ability to use information to determine whether a
problem has arisen that is blocking implementationMonitoring skills:

ability to build a network of people who can help solve
problemsOrganizing skills:

Strategic Management Process
Environmental

Analysis

Establishing
organizational

direction

Strategy
Formulation

Strategy
implementation

Strategic
control

Strategic Control

Strategic control:
monitoring and
evaluating the strategic
management process
as a whole to ensure it
is operating properly

MGMT 300�Integrated Core: Management

Strategy Defined

What is Strategic Planning?

How Long Into the Future Should Managers Focus?

Strategic Management

Strategic Management Process

MGMT 300�Integrated Core: Management

Environmental Analysis

Slide Number 13
Slide Number 14
Slide Number 15
Slide Number 16
Slide Number 17
Slide Number 18

MGMT 300�Integrated Core: Management

Environmental Analysis

MGMT 300�Integrated Core: Management

Environmental Analysis

Strategic Management Process

Establishing Org Direction

Strategic Management Process

Strategy Formulation: Tools

Critical Question Analysis

SWOT Analysis

Slide Number 38

SWOT Analysis

MGMT 300�Integrated Core: Management

Business Portfolio Analysis

BCG Growth-Share Matrix

Strategy Formulation: �Sample Org Strategies

BCG Growth-Share Matrix

MGMT 300�Integrated Core: Management

Strategy Formulation

Differentiation Strategy

Strategy Formulation

Cost Leadership Strategy

Strategy Formulation

Focus Strategy

MGMT 300�Integrated Core: Management

Strategic Management Process

Strategy Implementation

Strategic Management Process

Strategic Control

MGMT 300
Integrated Core: Management

The

Organizing

Process

Organizing

Process of establishing orderly uses of resources
within the management system

Presenter
Presentation Notes
Organizing is the primary method that managers use to activate plans. Organizing helps managers minimize weaknesses and inefficiencies such as duplication of effort and idle resources.

Organizing Skill

Ability to create a network of people who can help
solve problems as they occur throughout the
organization

Organizing Activities

• Executing the operating plan
• Organizing human and material resources so that they are

consistent with objectives
• Coordinate activities and effort of employees
• Define duties
• Reward desirable behavior and discipline faults and errors
• Promote coordination between employees and departments

The Organizing Process

Step 4: Allocate
resources and
directives for
subtasks

Step 5: Evaluate
results of
organizing strategy

Step 1: Reflect
on plans and
objectives

Step 2:
Establish
major tasks

Step 3: Divide
major tasks into
subtasks

MGMT 300
Integrated Core: Management

Division of Labor

Division of Labor
Division of labor: assignment of various portions of a
particular task among a number of organization
members

• Rather than one person do the job  several people perform
different parts

• Individuals can specialize in doing a part of the task rather
than the entire task

Advantages of Division of Labor

Employees gain specialized skill in one task

Only one job to do so don’t lose time

Increased efficency

Task of work does not become burdensome to employees

Disadvantages of Division of Labor

Overlooks human variable

Boring which leads to….

Decreased production

MGMT 300
Integrated Core: Management

Organizational Structure

and Dimensioning

Organizational Structure

Structure: designated relationships among resources of the

management system

Formal structure:
relationships among

organizational resources
as outlined by

management

Informal structure:
patterns of relationships
that develop informally
among org members

Organizational Structure

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Two Types of Dimensioning

Vertical
Dimensioning

Extent to which the
organization uses vertical

levels to separate job
responsibilities

Horizontal
Dimensioning:
Extent to which

organizations use
subdivisions or

specialties within the org

MGMT 300
Integrated Core: Management

Span of Management

Coordination: amount of time that managers need to spend organizing activities of
subordinates

Similarity of functions: degree to which activities performed by individuals are
similar or dissimilar

Geographic location: degree to which subordinates are physically separated

Complexity of functions: degree to which activities are difficult and involved

Planning: amount of time management must spend determining plans

Span of Management

Factor Increases span of
management

Decreases span of
management

1. Similarity of functions

2. Geographic contiguity

3. Complexity of functions

4. Coordination

5. Planning

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity Subordinates are
physically close

Subordinates are
physically distant

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity Subordinates are
physically close

Subordinates are
physically distant

3. Complexity of functions

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity Subordinates are
physically close

Subordinates are
physically distant

3. Complexity of functions Subordinates have simple
tasks

Subordinates have
complex tasks

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity Subordinates are
physically close

Subordinates are
physically distant

3. Complexity of functions Subordinates have simple
tasks

Subordinates have
complex tasks

4. Coordination

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity Subordinates are
physically close

Subordinates are
physically distant

3. Complexity of functions Subordinates have simple
tasks

Subordinates have
complex tasks

4. Coordination Work of subordinates
needs little coordination

Work of subordinates
needs much coordination

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity Subordinates are
physically close

Subordinates are
physically distant

3. Complexity of functions Subordinates have simple
tasks

Subordinates have
complex tasks

4. Coordination Work of subordinates
needs little coordination

Work of subordinates
needs much coordination

5. Planning

Span of Management
Factor Increases span of

management
Decreases span of

management

1. Similarity of functions Subordinates have similar
functions

Subordinates have
different functions

2. Geographic contiguity Subordinates are
physically close

Subordinates are
physically distant

3. Complexity of functions Subordinates have simple
tasks

Subordinates have
complex tasks

4. Coordination Work of subordinates
needs little coordination

Work of subordinates
needs much coordination

5. Planning Manager spends little time
planning

Manager spends much
time planning

MGMT 300
Integrated Core: Management

Organizational Height and Dimensioning

Span of Management and
Height of Org Chart
• Tall organization = smaller span of management
• Flat organization = greater span of management

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Span of Management

• Horizontal dimensioning: extent to which
organizations use lateral subdivisions or
specialties within the org

• Departments: unique groups of resources
established by management to perform an
organizational task

Departments Based on Function

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments Based on
Product or Service

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments Based on
Geography

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments Based on
Customer

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Departments
Based on Matrix

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition).
Boston: Pearson.

MGMT 300
Integrated Core: Management

Change and the Change Agent

Organizational Change

Process of modifying an existing organization to
increase organizational effectiveness

GM “Think List”

1. Can a machine be used to do a better or faster job?
2. Can the fixture now in use be improved?
3. Can handling of materials for the machine be

improved?
4. Can a special tool be used to combine the

operations?
5. Can the operation be made safer?
6. Can procedures be simplified?

Presenter
Presentation Notes
Customer needs change, technology changes. Orgs need managers who can assess the need to change and implement the necessary changes.

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change

Change agent: individual inside or
outside the org who tries to modify the
existing org situation

Should have ability to:
• determine how a change should be made
• solve change-related problems
• use tools to influence people during a

change
• determine how much change the org can

take

MGMT 300
Integrated Core: Management

Main Types of Changes in Organizations

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change

Is the change focused on…

Structure?
Technology?

People?
OR

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change
Structural change: aimed at
increasing effectiveness by
modifying existing org structure

Decentralizing to
increase motivation
and flexibility

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change
Structural change: aimed at
increasing effectiveness by
modifying existing org structure

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change
People change: changing
characteristics of org members
such as their attitudes and skills

Rewarding desired
behavior

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change
Technological change: modifying
the level of technology in the
management system

Technology to
change processes

Technology to
change equipment

MGMT 300
Integrated Core: Management

Resistance to Change

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change

Why might employees be
resistant to change?

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change
Resistance to change: individuals
often fear…

Personal loss Reduction in prestige

Disturbance of new
relationships

Personal failures

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change

How can managers reduce
resistance to change?

• Avoid surprises
• Promote genuine understanding
• Set the stage for change
• Make the change tentative

MGMT 300
Integrated Core: Management

Evaluating Change and

Virtuality

Change
Agent

Individuals Affected

Type of change to
be made and what
should be changed

Evaluation of
change

Five Factors of Successful Change
• Evaluate whether the change is

increasing effectiveness

• Evaluate whether the steps involved
with the change should be modified
for the next change

• Watch for signs that further change
might be necessary

Virtuality
• Increasingly commonplace type of organizational

change
• Different degrees of virtuality
 Virtual corporation: all employees, suppliers, and

customers are virtual
 Virtual teams: members in geographically dispersed

locations “meet” via real-time messaging
 Virtual training: using internet-assisted learning materials

Pros and Cons of Virtual Offices

Pros
• Saving on costs of real estate

and rental costs

• Some research shows that
employees work faster and
are less interrupted when
working from home

• Virtuality can be used to
make employees more
efficient (i.e. by addressing
customer problems faster)

Cons
• Difficult to create an

organizational culture

• Difficult to supervise
workers

• Communication more
difficult

MGMT 300�Integrated Core: Management

Organizing

Organizing Skill

Organizing Activities

The Organizing Process

MGMT 300�Integrated Core: Management

Division of Labor

Advantages of Division of Labor

Disadvantages of Division of Labor

MGMT 300�Integrated Core: Management

Organizational Structure

Two Types of Dimensioning

MGMT 300�Integrated Core: Management

Span of Management

MGMT 300�Integrated Core: Management

Span of Management and �Height of Org Chart

Span of Management

Departments Based on Function

Departments Based on �Product or Service
Departments Based on �Geography
Departments Based on �Customer
Departments Based on Matrix

MGMT 300�Integrated Core: Management

Organizational Change

GM “Think List”

Five Factors of Successful Change

MGMT 300�Integrated Core: Management

Five Factors of Successful Change

MGMT 300�Integrated Core: Management

Five Factors of Successful Change

MGMT 300�Integrated Core: Management

Five Factors of Successful Change

Virtuality

Pros and Cons of Virtual Offices

MGMT 300
Integrated Core: Management

Team

s and

Characteristics of Teams

What is

a team?

A group whose members
influence one another

toward the
accomplishment of an

organizational objective

Team

Why Teams?

• Work can be performed concurrently rather than

sequentially

• Innovation & creativity are promoted

• Quick, effective development/delivery of products and
services

Characteristics of Teams

Identifiable membership

Identifiable tasks

Interdependence

Whole is greater than sum of parts

Characteristics of Teams

Are teams always a good idea?

Why or why not?

Are Teams Always a Good Idea?

• Not good idea if:
• No formal team leader
• No shared purpose
• Working together does not

improve efficiency

No!

MGMT 300
Integrated Core: Management

Failed Teams and

Types of Teams

Why do Some Teams Fail?

Inappropriate use of teams

Factors internal to the
team:

• Poor communication
among members

• Conflict between
members

• Poor team development

Factors external to the
team:

• Low managerial support
• Poor communication

with other teams

Types of Teams

Problem resolution teams:
consistent, high trust, focus on
solving problems

Types of Teams

Self-managed team: team
that plans, organizes,
influences, and controls their
own work situation with
minimal managerial
intervention

Types of Teams
Cross-Functional Teams: people from different
functional areas focusing on a specific objective

• Example: Academic Integrity committee made up of
professors from different departments

MGMT 300
Integrated Core: Management

Team Development and Processes

Team Development & Processes

Forming
Members meet/ start

socialization

Team Development & Processes

Forming
Storming Members question and

reveal, hash out differences,
and differentiate roles

Team Development & Processes

Forming
Storming
Norming Cohesion develops

Team Development & Processes

Forming
Storming
Norming

Performing
Productivity occurs

Group dissolves

Team Development & Processes

Forming
Storming
Norming

Performing
Adjourning

MGMT 300
Integrated Core: Management

Groupthink

Deterioration of cognition
processes due to team members

feeling threatened by external
forces

Groupthink:

Groupthink: Dark Side of Teams

Groupthink Consequences

Failure to
examine risks

Groupthink Consequences

Presenter
Presentation Notes
Enables cohesion, motivation, and consensus

How can we Prevent Groupthink?

How can we
prevent

groupthink?

Assign a devil’s advocate

Suppress opinion of those with power

Independent groupwork

Examine alternatives

Discuss ideas with people outside of group

How can we Prevent Groupthink?

MGMT 300
Integrated Core: Management

Social Loafing

Social Loafing
• Social loafing: reducing individual effort when in

groups
• Occurs most often when:
 Lack of accountability
 Lack of role differentiation
 Perception that the task is easy
 Reward is small relative to group size

How can we Prevent Social Loafing?

1. Create a team contract
 Specify roles and responsibilities
 Specify method for communication
 Specify timetable / schedule
 Clarify that ALL members are accountable for final product

2. Evaluate team members’ participation and contributions

MGMT 300
Integrated Core: Management

What is Organizational Culture?

What is Organizational Culture?
• Set of values that org members share regarding the

function and existence of the organization

• Personality of the organization

• Describes “how things are done here”

Management and Culture

To understand the culture, management needs to know:

Do people
innovate
and take

risks?

Are people
attentive to

detail?

Are people
focused on

outcomes of
what they

do?

Is
organization
sensitive to

people?

Do people
function as

a team?

Are people
in the

organization
aggressive?

Why is Culture Important?

• Can work to enhance org productivity
• Can serve as a component of org strategy
• Provides rationale for staffing
• Acts as a guideline for making decisions

MGMT 300
Integrated Core: Management

Competing Values Framework

Flexibility and Discretion
(employees are empowered to
make decisions for themselves)

Vs.

Stability and Control
(management has strong
control and makes most

decisions)

Competing Values Framework

Internal Focus and Integration
(attention is focused on the internal

organization)

Vs.

External Focus and Differentiation
(attention is focused outside of the
org on customers, suppliers, and

external environment)

Competing Values Framework

Clan Culture

• Strong internal focus
• High flexibility and discretion
• Clan = family
• Shared values and goals
• Cohesion among org members
• Teamwork
• Commitment to employees

Competing Values Framework

Adhocracy Culture

• High flexibility and external
focus

• Structure of the org is simple or
has no structure

• Few rules and procedures

• Emphasis on creativity and risk
taking

Competing Values Framework

Hierarchy Culture

• Internal focus and emphasis on
stability and control

• Structure is formal and rigid

• Workplace concerned with
efficiency and formal rules and
policies

• Focuses on tradition, values,
and vision of the organization

Competing Values Framework
Market Culture

• Stability and control along with an
external focus

• Focuses on everyone external to
organization:
 Customers

 Suppliers

 Contractors

 Government regulators

 Unions

• Focus is on beating competition

MGMT 300
Integrated Core: Management

Cultural Artifacts Part I

How is Culture Built and Maintained?

Dimension of an organization that
helps to describe and reinforce
the culture in which an artifact

exists

Cultural
Artifact:

Types of Cultural Artifacts

• Values: person’s or social group’s belief in which they have an

emotional investment

• Examples:
 Hiring talented workers
 Rewarding excellent performance
 Developing leadership skills
 Environment free of discrimination

• Values Statement: formally drafted document that summarizes
the primary values within the culture of a specific organization

Types of Cultural Artifacts

https://about.americanexpress.com/home/default.aspx#mission

Presenter
Presentation Notes
American Express. What type of culture? Market culture

Types of Cultural ArtifactsTypes of Cultural Artifacts

https://www.buildabear.com/brand-about-careers-working-here.html

Presenter
Presentation Notes
Build a Bear values

Types of Cultural Artifacts
Organizational Myths and Sagas: popular belief or
story that has become associated with a person or
institution and is considered to illustrate an org ideal

• Used to explain organizational beginnings or other events that
are of great significance to the organization

• Perpetuated to enhance price in belonging to and committing
to the organization

Types of Cultural Artifacts
Organizational Language: language that
indicates the organization’s shared values

Company Slogan Value Reflected
Maytag “The dependability people” Maytag products are durable

Petland “Petland Pets Make Life
Better!”

Petland pets improve lives

Allstate
Insurance Co.

“You’re In Good Hands With
Allstate”

Allstate takes care of its
customers.

Staples “That was easy” Staples solves problems easily

Types of Cultural Artifacts

Organizational Symbols: object that has
meaning beyond its intrinsic content

Types of Cultural Artifacts

Organizational Symbols:
object that has meaning
beyond its intrinsic content

https://www.mapquest.com/us/illinois/world-trophy-company-7759455

Presenter
Presentation Notes
Market culture

https://www.flickr.com/photos/spaceninja/470547464

Presenter
Presentation Notes
adhoc

Types of Cultural Artifacts

Presenter
Presentation Notes
hierarchy

Types of Cultural Artifacts

https://media.glassdoor.com/l/e9/7d/d6/1f/open-meeting-space

Presenter
Presentation Notes
Clan

MGMT 300
Integrated Core: Management

Cultural Artifacts Part II

Types of Cultural Artifacts
Organizational Ceremony: Formal activity conducted
on important organizational occasions

Types of Cultural Artifacts
Organizational Rewards: given to individuals who
uphold the values and culture of the organization

Offering
employees who

develop new ideas
that turn into new

products or
services either pay
increases or stock

Offering a bonus to
the worker with the

best customer
service ratings

Offering
employees paid

time off for them to
spend with their

families

Organizational Socialization

• Process by which management can appropriately

integrate new employees into the organizational
culture

• Often involves an orientation for new employees

• Expose new hires to important culture values and
emphasize importance of demonstrating those values

MGMT 300�Integrated Core: Management
What is a team?

Why Teams?

Characteristics of Teams

Are Teams Always a Good Idea?

MGMT 300�Integrated Core: Management

Why do Some Teams Fail?

Types of Teams

MGMT 300�Integrated Core: Management

Team Development & Processes

MGMT 300�Integrated Core: Management

Groupthink: Dark Side of Teams

Groupthink Consequences

How can we Prevent Groupthink?

MGMT 300�Integrated Core: Management

Social Loafing

How can we Prevent Social Loafing?

MGMT 300�Integrated Core: Management

What is Organizational Culture?

Management and Culture

Why is Culture Important?

MGMT 300�Integrated Core: Management

Competing Values Framework

MGMT 300�Integrated Core: Management

How is Culture Built and Maintained?

Types of Cultural Artifacts

Slide Number 46
Slide Number 47

Types of Cultural Artifacts

MGMT 300�Integrated Core: Management

Types of Cultural Artifacts

Organizational Socialization

MGMT 300
Integrated Core: Management

Communication

and the Four Functions

Communication and the Four
Functions of Management

• Manager must gather information from internal and
external sources

• Communicate findings
• Clearly convey objectives and goals

Planning

Communication and the Four
Functions of Management

• Manager must communicate to establish and maintain
relationships

• Communicate to distribute resources
• Communicate the configuration of positions within the

organization

Organizing

Communication and the Four
Functions of Management

• Use communication to motivate employees
• Communicate to direct employee activities
• Supervise employees

Leading

Communication and the Four
Functions of Management

• Use communication to communicate expectations
relating to performance standards

• Communication for corrective actions
• Communication to evaluate performance

Controlling

MGMT 300
Integrated Core: Management

Influencing

and

Emotional Intelligence

What is Influencing?

• Influencing: process of guiding the activities of
organization members in appropriate directions

• Focuses on org members as people

• Being able to influence others is key for being a
successful manager

Influencing Subsystem

Inputs
(Org Resources)

Process Outputs

Influencing Leading

Motivating

Communicating

Considering Groups

Encouraging
creativity Building Corporate

Culture

Influencing
Ability to communicate  fundamental management skill

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Emotional Intelligence
Emotional intelligence: capacity of people to

• recognize their own feelings and the feelings of others

• motivate themselves

• manage their own emotions

• manage emotions in relationships with others

Emotional Intelligence and Influencing

Emotionally intelligent managers:
1. Motivate others

2. Focus on personal and
organizational achievement

3. Understand others
4. Communicate efficiently and

effectively
5. Lead others

6. Build successful teams`
7. Handle conflict appropriately
8. Change organizations

appropriately
9. Manage diversity
10. Manage creativity and

innovation

MGMT 300
Integrated Core: Management

The Communication Process

Communication: Process of sharing information with individuals

Source/encoder: person in the interpersonal
communication situation who originates and encodes
info to be shared with others

Communication

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Presenter
Presentation Notes
Encoding: putting info into a form that can be received and understood by another individual

Communication: Process of sharing information with individuals

Signal: message that is transmitted from one person to
another

Communication

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Communication: Process of sharing information with individuals

Communication

Decoder/destination: person or persons with whom the
source is attempting to share information. Person receives
the signal, decodes the message to determine its meaning

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Successful
Communication:

Info the source intends to
share with the destination and
the meaning derived from the

message are the same

Unsuccessful
Communication:

Info the source intends to
share with the destination and
the meaning derived from the

message are different

Successful

vs.

Unsuccessful
Communication

vs.

MGMT 300
Integrated Core: Management

Noise and

Barriers to Communication

Noise and Unsuccessful
Communication
Noise: any interference that causes a disruption
between the sender and receiver in the
communication process

things that go on in your head as you engage in
the communication process

Psychological
noise:

physical sounds that make it difficult to hear
someone’s messagePhysical noise:

hunger, fatigue, headache, stress, or anything
that prevents us from giving our full attention

Physiological
noise:

when you have a hard time understanding the
words or languageSemantic noise:

Types of Noise

Barriers to Communication
Macrobarriers: factors that hinder successful
communication in a general communication situation

• Increasing need for complex info

• Increasing number of languages needed

• Decreased time available for communication

Barriers to Communication
Microbarriers: factor that hinders successful
communication in a specific communication situation

• Message interference

• Source’s view of the destination

• Destination’s view of the source

• Perception

• Multimeaning words

MGMT 300
Integrated Core: Management

Feedback and Formal Organizational
Communication

Importance of Feedback

Feedback: the destination’s reaction to a
message

Can use feedback to help understand if
communication was successful or not

Type of Communication

Verbal:
• spoken or written words used to

share information with others

Nonverbal:
• sharing information without

using words to encode thoughts

• Ex: gestures, vocal tones, facial
expressions

Successful managers use a blend of both verbal
and nonverbal communication

Organizational Communication

Organizational Communication:

• Directly related to goals, functions, and structure of
organizations

• Directly connected to the effectiveness of
organizations

Formal Organizational Communication

Downward

Horizontal

Upward

Formal Organizational Communication

• Focus is on communication related to direction and control
• Flows downward through the organizational chart
• Usually information that management delivers to employees

Downward

Formal Organizational Communication

• Focus is on communication that managers need to evaluate
their organizational area

• Flows upward through the organizational chart
• Informal discussions with employees, attitude surveys,

suggestion systems, “open door” policy

Upward

Formal Organizational Communication

• Focus is on coordinating activities of various departments
• Flows from any point in the org chart horizontally to another

point on the org chart

Horizontal

MGMT 300
Integrated Core: Management

Informal Organizational Communication

and the

Importance of Listening

Informal Organizational
Communication

• Follows pattern of personal relationships among org
members

• Generally exist because org members have a desire
for information that does not come from the formal
organization

Informal Organizational
Communication

Grapevines: informal organizational
communication network

Estimated that 70% of all org
communications flow through a
grapevine

Characteristics of Grapevines

Spring up and are used irregularly within the org

Not controlled by top executives

Exist to serve the self-interests of the people within it

Importance of Listening
• Listening shows org members that the manager is

interested in what subordinates have to say

• Encourages the use of formal communication channels

• Tips for listening:

 Remove distractions
 Ask questions
 Stop talking
 Look and act interested

MGMT 300
Integrated Core: Management

Conflict

Conflict: a struggle that results from opposing
needs or feelings of two or more people

Is conflict
good or bad?

Conflict

Negative
conflict:

• situation can destroy working
relationships

• frustrated employees
• rule-breaking and turnover

Positive
conflict:

• update an outdated rule or policy
• change an employee’s job duties or

responsibilities to improve productivity
• change processes to improve

efficiency

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Compromising: parties to the conflict settle on a
solution that gives both of them part of what they
wanted
• Nobody gets exactly what they wanted
• Agree to a change that they can all accept
• Best used when problem is relatively minor and time is limited

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Avoiding: managers simply ignore the conflict
• Managers use this when they assume all conflict is bad
• Should only be used when the conflict will not limit goal

attainment

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Forcing: managers use their authority to declare that a
conflict has ended
• Best used in an emergency
• Can frustrate employees and this frustration might lead to

future conflict

Compromising Avoiding Forcing Resolving

Strategies for Resolving Conflict

Resolving: work out the differences between managers
and employees
• Manager pinpoints differences between both parties
• Manager identifies ways in which both parties agree
• Find ways that they can both benefit from a mutual decision

MGMT 300�Integrated Core: Management
Communication and the Four Functions of Management

Communication and the Four Functions of Management

MGMT 300�Integrated Core: Management

What is Influencing?

Influencing Subsystem

Influencing

Emotional Intelligence

Emotional Intelligence and Influencing

MGMT 300�Integrated Core: Management

Communication

Successful vs. Unsuccessful Communication

MGMT 300�Integrated Core: Management

Noise and Unsuccessful Communication

Types of Noise

Barriers to Communication

MGMT 300�Integrated Core: Management

Importance of Feedback

Type of Communication

Organizational Communication

Formal Organizational Communication

MGMT 300�Integrated Core: Management

Informal Organizational Communication

Characteristics of Grapevines

Importance of Listening

MGMT 300�Integrated Core: Management

Conflict

Strategies for Resolving Conflict

MGMT 300
Integrated Core: Management

Human Resources and Job Analysis

Goal of HR

• To get individuals into the organization who make

valuable contributions to the organization’s goal
attainment

• To accomplish this goal, must have proper:

Step 1:

Recruitment

Step 2:

Selection

Step 3:

Training

Step 4:
Performance

Appraisal

First Need to Know the Job

If the organization doesn’t know what the job is
and what it requires, how can they recruit, select,

train, or evaluate performance?

Knowing the Job: Job Analysis

Methods for describing a job:
• What is accomplished (i.e., tasks)
• How it is accomplished (e.g., equipment or process)
• Why that task/role is performed
• Characteristics of the work environment
• What human attributes are required (knowledge,

skills, abilities, etc.)

Knowing the Job: Job Analysis

How might we get this information??

Knowing the Job: Job Analysis
How do we get this information?
1. Perform the job
2. Observe (e.g., monitoring / video)
3. Interview
4. Survey
5. Critical Incident/ Diaries

Knowing the Job: Job Analysis

Knowing the Job: Job Analysis
• O*NET: http://online.onetcenter.org

http://online.onetcenter.org/

MGMT 300
Integrated Core: Management

Recruitment

STEP 1: Recruitment

Recruitment
• Definition: Process of attracting and screening

the supply of prospective human resources
available to fill a position

• Managers must:
▪ Be aware of the job they are trying to fill
▪ Stay aware of recruiting trends
▪ Identify where appropriate human resources are

located

Recruitment Sources and Trends

• Sources inside the organization

• Sources outside the organization

• Relevant laws

What are some sources
that companies can use for

internal recruitment?

Recruitment Sources and Trends
• HR database: job posting info can be made

available to all current employees

• Employee referrals: current employees
recommend others

Why do we Need External Recruitment?

• Fill entry-level jobs

• Acquire skills not possessed by current
employees

• Obtain diverse employees

What are some sources
that companies can use for

external recruitment?

External Recruitment Sources

• Educational institutions

▪ High schools / Vocational schools

▪ Colleges and universities

• Competitors in the labor market

• Employment agencies

• Readers of certain publications

Poaching: actively
recruiting employees
from competitors

MGMT 300
Integrated Core: Management

Human Resources and the Law

Laws Influencing Recruitment

Title VII of the Civil Rights Act of 1964

Illegal for an employer to discriminate on the basis of:

• Race
• Color
• Sex
• Religion
• National Origin

EEOC and Discrimination

• Civil Rights Act of 1964 also created the Equal

Employment Opportunity Commission (EEOC)
• EEOC has officers appointed by the President and

Senate
• Enforces civil rights laws
• Race discrimination – the most common claim
• In 2020 – won more than $439.2 million in cases

• Prohibits discrimination in employment based on
pregnancy, childbirth, or related medical conditions

• Employer cannot ask questions about a woman’s
family and childbearing plans

• Illegal to force a leave of absence and to limit job
advancement opportunities

Pregnancy Discrimination Act of 1978

Age Discrimination Act of 1967

• Prohibits discrimination against anyone age 40

or older

• Exception: reasonable business necessity

• Ex: Pilots can be forced to retire at age 60

• Prohibits discrimination in all
employment processes against
individuals with disabilities

• Disability: physical or mental
impairment that substantially limits
one or more major life activities:

Breathing

Speaking

Learning

Walking

Lifting

Seeing

Eating

+ More

Americans with Disabilities Act of 1990

• Employers must make reasonable
accommodations for individuals with
disabilities.

• If the accommodation creates a business
hardship, employer can be exempt from
providing the accommodation.

Americans with Disabilities Act of 1990

MGMT 300
Integrated Core: Management

Selection

STEP 2: Selection

Selection
• Selection: process of choosing the individual

best suited for a particular position and
organization from a group of applicants

• Some selection tools:
▪ Preliminary screening
▪

Testing

and assessment

centers
▪

Interviews

Preliminary Screening

• Preliminary screening: a review to eliminate

those who obviously do not meet the position’s
requirements

• Quickly removes unqualified applicants

• Applicants can be redirected to other positions
within the organization

Testing
measure potential to perform a
task

Aptitude
tests:

measure skill level or knowledge
in a certain area

Achievement
tests:

measure an individual’s
personality dimensions

Personality
tests:

Aptitude Tests

• Aptitude tests: measure potential to perform a

task.

• Examples:
▪ Intelligence tests
▪ Mechanical tests
▪ Visual skills tests

Testing
• Intelligence tests: measure the ability to reason,

plan, solve problems, and comprehend complex
ideas

• Example: Wonderlic Intelligence Test

Testing
Visual skills test: spatial reasoning test

Achievement Tests

• Achievement tests:

measure skill level or
knowledge in a
certain area

• Example: Typing test

Personality Tests

• Personality tests: measure an

individual’s personality
dimensions

• Self-reported measures of
traits, temperaments, or
dispositions

• Tend to show areas such as
leadership, teamwork ability,
and assertiveness

Assessment Center Testing

• Multiple Methods
• Role plays
• In-basket/ simulations
• Leaderless group

discussion
• Multiple Assessees
• Multiple Assessors

Interviews
• Used to gain insight about

job knowledge, skills,
abilities, personality, and fit

• Not great at predicting job
success but still commonly
used

Tips for Better Interviews

• Ask all applicants

same questions
• Training
• Note Taking
• Same Interviewers

MGMT 300
Integrated Core: Management

Training

STEP 3: Training

Training
• Training: process of developing qualities in

employees that enables them to be more productive
and thus contribute more to org goal attainment

• 4 Steps:
1. Determine training needs
2. Design the training program
3. Administer the training program
4. Evaluate the training program

Determining Training Needs and
Designing the Program
• Evaluate the production process within the org

• Get direct feedback from employees

• Look into the future

• Assemble facts and activities that will meet
training needs

Administering the Program

Training Techniques:
•

Lectures

and Classroom Training

•

Programmed Learning

• On-the-Job Skills

Lectures
Mostly one-way communication where instructor
presents information to group of listeners

Disadvantage:

instructor may not have the
time or take time to assess

participants knowledge,
answer questions, etc.

Advantage:

allows instructor to expose
employees to a maximum
amount of information in a

given time period

Programmed Learning
Instruction that takes place without the presence
or intervention of human lecturer

Disadvantage:

no instructor is present to
answer on-demand questions

Advantage:

can be computerized and
students can learn at their

own pace

On-The-Job Training

• Blend of job-related knowledge and experience

• Developing skills on the job

• Coaching: direct critiquing of how well an
individual is performing a job

Evaluating the Training Program

• Training = $$$$$
• Need to make sure that the training is

needed and is being used by
participants in their jobs

• How can training be assessed?

Interview
participants

Evaluate job
performance

before and after
training session

Examine results
such as sales to
see if there are

increases

MGMT 300
Integrated Core: Management

Performance Evaluation

STEP 4: Performance
Evaluation

Performance Appraisal

• Performance appraisal: Process of reviewing

individuals’ productivity to evaluate their
contributions toward attaining org goals

• Should be a continual process for new and
established employees

• Main goal  ensure that employees are being
productive and useful for meeting org’s goals

Why Use Performance Appraisal?

• Provide documentation for reasoning behind

org decisions
• Means of telling employees how they are doing

and of suggesting needed changes in behavior,
attitudes, skills, or job knowledge

• Provide a basis for coaching of employees by
their managers

Tips for Performance Appraisals

• Should focus on employee performance and how

they have helped attain goals
• Should focus on how well employee is doing their job

and not about their personality
• Should allow employee chance to voice

opinions/concerns
• Should provide recommendations for improved

employee productivity

Weaknesses of Performance
Appraisal
• Might only encourage short-term rewards
• Paperwork
• Unfair or biased
• Negative responses from employees

MGMT 300�Integrated Core: Management

Goal of HR

First Need to Know the Job

Knowing the Job: Job Analysis

MGMT 300�Integrated Core: Management

STEP 1: Recruitment

Recruitment

Recruitment Sources and Trends

Slide Number 13

Recruitment Sources and Trends

Why do we Need External Recruitment?

Slide Number 16

External Recruitment Sources

MGMT 300�Integrated Core: Management

Laws Influencing Recruitment

Title VII of the Civil Rights Act of 1964

EEOC and Discrimination

Pregnancy Discrimination Act of 1978

Age Discrimination Act of 1967

Americans with Disabilities Act of 1990

MGMT 300�Integrated Core: Management

STEP 2: Selection

Selection

Preliminary Screening

Testing

Aptitude Tests

Testing

Achievement Tests

Personality Tests

Assessment Center Testing

Interviews

Tips for Better Interviews

MGMT 300�Integrated Core: Management

STEP 3: Training

Training

Determining Training Needs and Designing the Program

Administering the Program

Lectures

Programmed Learning

On-The-Job Training

Evaluating the Training Program

MGMT 300�Integrated Core: Management

STEP 4: Performance Evaluation

Performance Appraisal

Why Use Performance Appraisal?

Tips for Performance Appraisals

Weaknesses of Performance Appraisal

MGMT 300
Integrated Core: Management

Motivation

, Intrinsic, and Extrinsic

What is Motivation?

Motivation: inner state that causes an individual
to behave in a way that ensures the
accomplishment of some goal

• What a person is motivated by

• Why a person is motivated by something

• How much a person is motivated by certain aspects

Why are you motivated to get your
degree?

Intrinsic vs. Extrinsic Motivation

Motivation is often thought of as being either:

Intrinsic: drive to do
things for the sake of

doing them
Extrinsic: drive to do

things for external reward
OR

MGMT 300
Integrated Core: Management

Equity Theory of Motivation

Equity Theory of Motivation
Definition: Motivation based on ratio of inputs
and outcomes and whether ratio is fair compared
to others

efforts, knowledge, skillsInputs:
pay, recognition, other benefitsOutcomes:

Equity Theory of Motivation
• Equity: Everyone putting in equal effort and getting

equal pay
• Inequity: Coworker is putting in same effort but getting

paid more

If inequity What would you do?

Equity Theory of Motivation
If mismatch between inputs and outcomes  motivated
to change situation

1. Change inputs: put in less effort
2. Change outcomes: ask for raise/ more recognition
3. Alter perceptions: convince self that ratio is equitable
4. Change comparison other

Equity Theory and Employee Bad
Behavior
If inequity continues to persist  might lead to the
employee…

• Working less / doing the bare minimum
• Testing authority
• Acting out / refusing to listen to rules
• Becoming overly competitive
• Quitting

MGMT 300
Integrated Core: Management

Maslow’s Need Hierarchy

and Importance of

Motivation

Maslow’s Need Hierarchy
• Individuals need certain

resources to function

• Once a need is satisfied
 no longer motivating
and higher need is new
motivation

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

Why do Managers Need To
Motivate Employees?
• Unsatisfied needs lead to tension and frustration
• Employees will search for ways to handle these

feelings

Why do managers need to
motivate employees?
• Unsatisfied needs lead to tension and frustration

• Employees will search for ways to handle these
feelings

• Either do so through appropriate or inappropriate
behavior

MGMT 300
Integrated Core: Management

Motivating Employees

How can we motivate
employees?

Presenter
Presentation Notes
Write down on index card

How can we Motivate Employees?

Communication can satisfy need for:

• Belonging
• Recognition
• Security

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

Presenter
Presentation Notes
Mangers should communicate often because it is the primary means of conducting org activities but also because communication is a basic tool for satisfying the human needs of org members..

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees?
Job Rotation: moving workers from job
to job

• Helps reduce boredom
• Improves training
• Reduces absenteeism

How can we Motivate Employees?
Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees?
Job Enlargement: increasing the
number of tasks an individual performs

• Employees like variety
• Might enjoy more responsibility

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees?
Job Enrichment: process of incorporating
motivators into a job situation

Motivating Factors:

• Opportunities for achievement

• Opportunities for recognition

• Desirable working conditions

• Opportunities for personal growth

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees?
Flextime: program of flexible working hours

• Employees can choose starting and ending times as
long as same # of hours are worked

• Usually involves core time

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

How can we Motivate Employees?
Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

Monetary incentives:

• Shares of company stocks
• Bonuses for team or org performance

How can we Motivate Employees?
Monetary incentives:

• Shares of company stocks
• Bonuses for team or org performance

Nonmonetary incentives:

• Promoting from within
• Emphasizing quality

Communication

Job Rotation

Job Enlargement

Job Enrichment

Flextime

Incentives

MGMT 300
Integrated Core: Management

Leader vs. Manager

What is Leadership?

Leadership: the process of directing the behavior
of others toward the accomplishment of an
objective

Leader vs. Manager
Leader Manager

Innovates Administers
Cares about and focuses
on people doing the job

Makes sure that the job
gets done

Develops people Maintains performance
Inspires trust Relies on control
Long-range perspective Short-range view
His/her own person Good soldier

Effective Managers are Also
Leaders

Certo, S.C., Certo, S.T. (2016). Modern Management, Concepts & Skills (14th Edition). Boston: Pearson.

MGMT 300
Integrated Core: Management

Trait Approach

Trait Approach
• Trait approach: Leadership best understood in terms of traits held by an

individual
• Sometimes called “Great Man” Theories because they focus on studying

specific leaders and understanding their traits
• Not the most popular because some individuals have the right traits but

are still not effective leaders
• No consideration of context
• Implies that leaders are born and NOT made
• Leaves organizations in hunting mode: on the hunt for best leader

Trait Approach
Trait approach: Leadership best understood in terms of
traits held by an individual

MGMT 300
Integrated Core: Management

Behavior Approach

Behavior Approach
• Behavioral Approach: Leadership is best understood in

terms of the actions taken by an indivdiual

• Implies that leaders can be made

Ohio State Studies

Initiating
Structure

Initiating
Consideration+

Means by which leaders provide
direction or structure to get
workers to accomplish tasks

How the leader interacts on a
personal level with followers

Example: Does the leader organize
and define activities for employees?

Example: Is the leader considerate of
followers’ concerns and feelings?

Behavior Approach

Presenter
Presentation Notes
Ohio State Studies – not 2 ends of continuum, best = high on both
Initiating Structure (task-oriented) – Define role of subordinates toward achieving goals; Assigning specific tasks, planning ahead for the next job
Consideration (relationship-oriented) – Supportive behaviors that show concern and respect for subordinates; Participative decision making, establishing a favorable rapport

Behavior Approach
• Behavioral Approach: Leadership is best understood in

terms of the actions taken by an indivdiual

• Implies that leaders can be made

• Mixed results on what the right mix of behaviors is. Generally
believed that mix of both types of behaviors is best.

• Ignores context such as skill level of employees

• Became clear that need to consider not only behaviors, but
context of leadership as well

MGMT 300
Integrated Core: Management

Contingency and Path-Goal Theories

Contingency Theory

• Contingency theory: leadership understood in terms of

individual’s actions in different situations

• Ideal situations: good leader-follower relationship, structured
and clear tasks, and leader has clear authority & power

• Different leadership styles required when one or all of these
conditions are missing

• Example: unclear tasks  more initiating structure required

Path-Goal Theory of Leadership

• Basic Premise:
 Leader outlines goals for followers
 Leader clears path that followers should take
 Followers achieve goals and earn rewards contingent on

doing so

• Managers can facilitate job performance by showing
employees how their performance directly affects receiving
desired results

Path-Goal Theory of Leadership

telling followers what to do and how to do itDirective behavior:

being friendly with followers and showing interest
in them as human beingsSupportive behavior:

seek suggestions from followers regarding
business operations

Participative
behavior:

setting challenging goals for followers to reach
and expressing confidence in their abilities

Achievement
behavior:

MGMT 300
Integrated Core: Management

Transformational, Servant, and Authentic
Leadership

Transformational Leadership

• Transformational leadership: leadership is the process of

inspiring a group to pursue goals and attain results

• General types of behaviors:
 Charismatic
 “Walk the talk” – back up beliefs with actions
 Motivate followers to be questioning and creative
 Pay attention to needs of individual followers

Transformational Leadership

Servant Leadership

• Servant leadership: leader’s primary role is to help followers

in quests to satisfy personal needs, aspirations, and interests

• Places high value on service to others over self-interests

• Constantly strive to transform followers into wiser and more
autonomous individuals

Servant Leadership
Servant leaders tend to be:

Good
listeners Persuasive

Aware of
their

surroundings
Empathetic Stewards

Authentic Leadership

• Authentic Leadership: good leaders are genuine in thoughts

and actions

• Authentic leaders tend to be:

 Self-aware

 Transparent in their relationships with others

 Unbiased in decision making

 Moral

MGMT 300
Integrated Core: Management

Power and Influence and the Dark Side of
Leadership

Power and Influence Approach

Power and influence approach: leadership is best
understood by the use of the power and influence
exercised by a person

Bases of Power

Type of Power Power based off of….

Presenter
Presentation Notes
1950s/ 1960s  focus switched to behaviors. Maybe what leaders actually do can help us understand them

Bases of Power
Type of Power Power based off of….

Reward
Power Ability to offer positive incentives

Presenter
Presentation Notes
1950s/ 1960s  focus switched to behaviors. Maybe what leaders actually do can help us understand them

Bases of Power
Type of Power Power based off of….

Reward
Power Ability to offer positive incentives

Coercive
Power Ability to punish undesirable behavior

Presenter
Presentation Notes
1950s/ 1960s  focus switched to behaviors. Maybe what leaders actually do can help us understand them

Bases of Power
Type of Power Power based off of….

Reward
Power Ability to offer positive incentives

Coercive
Power Ability to punish undesirable behavior

Legitimate
Power Organization’s given authority

Presenter
Presentation Notes
1950s/ 1960s  focus switched to behaviors. Maybe what leaders actually do can help us understand them

Bases of Power
Type of Power Power based off of….

Reward
Power Ability to offer positive incentives

Coercive
Power Ability to punish undesirable behavior

Legitimate
Power Organization’s given authority

Expert Power Expertise that others rely on

Presenter
Presentation Notes
1950s/ 1960s  focus switched to behaviors. Maybe what leaders actually do can help us understand them

Bases of Power
Type of Power Power based off of….

Reward
Power Ability to offer positive incentives

Coercive
Power Ability to punish undesirable behavior

Legitimate
Power Organization’s given authority

Expert Power Expertise that others rely on

Referent
Power

Admiration from others
(You are someone others want to be)

Presenter
Presentation Notes
1950s/ 1960s  focus switched to behaviors. Maybe what leaders actually do can help us understand them

Special Leadership Considerations:
Dark Side of Leadership
• Toxic leaders: Psychopaths and narcissists

• Abusive supervision: sustained display of hostile
behaviors, excluding physical contact

• Leads to host of problems:

 ↑ psychological distress

 ↓ job satisfaction

 ↑ turnover

MGMT 300�Integrated Core: Management

What is Motivation?

Why are you motivated to get your degree?

Intrinsic vs. Extrinsic Motivation

MGMT 300�Integrated Core: Management

Equity Theory of Motivation

Equity Theory and Employee Bad Behavior

MGMT 300�Integrated Core: Management

Maslow’s Need Hierarchy

Why do Managers Need To Motivate Employees?
Why do managers need to motivate employees?

MGMT 300�Integrated Core: Management

How can we motivate employees?

How can we Motivate Employees?

MGMT 300�Integrated Core: Management

What is Leadership?

Leader vs. Manager

Effective Managers are Also Leaders

MGMT 300�Integrated Core: Management

Trait Approach

MGMT 300�Integrated Core: Management

Behavior Approach

MGMT 300�Integrated Core: Management

Contingency Theory

Path-Goal Theory of Leadership

MGMT 300�Integrated Core: Management

Transformational Leadership

Servant Leadership

Authentic Leadership

MGMT 300�Integrated Core: Management

Power and Influence Approach

Bases of Power

Special Leadership Considerations: Dark Side of Leadership

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