LABMGT

MANAGERIAL FUNCTIONS
HENRI FAYOL Organizing
 First outlined the four - Structuring working relationships in
managerial functions in his a way that allows organizational
book General Industrial members to work together to
Management. achieve organizational goals.
- Organizational Structure
 Managers at all levels in all * From the word organized- this it to
organizations perform each put things in the right order or in the
of the functions of planning, right position with respect to the rest
organizing, leading, and so that they complement each other.
controlling. So thus, organizing lab space,
PLANNING organizing lab manpower and lab act
 Identifying and selecting are examples of organizing in the
appropriate goals and lab.
courses of action for an Leading
organization. Articulating a clear vision to follow,
 The planning function and energizing and enabling
determines how effective organizational members so they
and efficient the understand the part they play in
organization is and attaining organizational goals.
determines the strategy of Controlling
the organization. - Evaluating how well an
* There are 2 types of planning: organization is achieving its goals
microplanning & macroplanning. and taking action to maintain or
Microplanning- more of activity improve performance.
planning (what is to be done, more - Monitoring individuals,
of short term) departments, and the organization
Macroplanning- the lab should be to determine if desired performance
in the future (long term, strategic standards have been reached.
planning) Decision Making
Three Steps in the Planning * What are my choices, what are the
Process: opportunities, and how will I resolve
1. Deciding which goals to pursue. them
2. Deciding what courses of action to Decision = choice made from
adopt. available alternatives
3. Deciding how to allocate Decision Making = process of
resources identifying problems and
MANAGEMENT KEY CONCEPTS opportunities and resolving them
CATEGORIES OF DECISIONS
Organization
People working together and Programmed Decisions
coordinating their actions to achieve Situations occurred often enough to
specific goals. enable decision rules to be
Goal/objective developed and applied in the future.
A desired future condition that the * Easy decisions because these have
organization seeks to achieve. been prepared because the
Strategy problems that we encounter is
A cluster of decisions about what always there.
goals to pursue, what actions to Ex: Cheating, vaping
take, and how to use resources to Nonprogrammed Decisions
achieve goals. in response to unique, poorly
defined and largely unstructured,
and have important consequences
to the organization
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MANAGERIAL FUNCTIONS
* Because of sporadic situations that Managerial Role
we do not normally encounter. The set of specific tasks that a
CERTAINTY, RISK, UNCERTAINTY, person is expected to perform
AMBIGUITY because of the position he or she
● Certainty holds in the organization.
- all the information the decision Roles are defined into three role
maker needs are fully available categories (as identified by
● Risk Mintzberg):
- decision has clear-cut goals  Interpersonal
- Uncertainty  Informational
- managers know which goals they  Decisional
wish to achieve Decisional Roles
● Ambiguity Roles associated with methods
- by far the most difficult decision managers use in planning strategy
situation and utilizing resources:
- goals to be achieved or the Entrepreneur
problem to be solved is unclear —deciding which new projects or
TYPES OF MANAGERS programs to initiate and to invest
 Levels of Management resources in.
First-line managers Disturbance handler
Responsible for day-to-day —managing an unexpected event or
operations. Supervise people crisis.
performing activities required to Resource allocator
make the good or service. —assigning resources between
Middle managers functions and divisions, setting the
Supervise first-line managers. Are budgets of lower managers.
responsible to find the best way to Negotiator
use departmental resources to —reaching agreements between
achieve goals. other managers, unions, customers,
Top managers or shareholders.
Responsible for the performance of Informational Roles
all departments and have cross- Roles associated with the tasks
departmental responsibility. needed to obtain and transmit
- Establish organizational goals and information in the process of
monitor middle managers. managing the organization:
- Form top management team along Monitor
with the CEO and COO. —analyzing information from both
the internal and external
environment.
Disseminator
—transmitting information to
influence the attitudes and behavior
of employees.
Spokesperson
—using information to positively
influence the way people in and out
of the organization respond to it.

Interpersonal Roles
Roles that managers assume to
provide direction and supervision to
MANAGERIAL ROLES AND SKILLS
both employees and the
organization as a whole:
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MANAGERIAL FUNCTIONS
Figurehead ➢ Careful selection and training of
—symbolizing the organization’s every task
mission and what it is seeking to ➢ Proper remuneration for fast and
achieve. high-quality work
Leader - Maximize output - increase pay
—training, counseling, and ➢ Equal division of work and
mentoring high employee responsibility between worker and
performance. manager
Liaison Underlying Themes
—linking and coordinating the - Managers are intelligent; workers
activities of people and groups both are and should be ignorant
inside and outside the - Provide opportunities for workers to
organization/department. achieve greater financial rewards
MANAGERIAL SKILLS - Workers are motivated almost
solely by wages
Conceptual Skills (What should be Problems of Scientific
the right thing?) Management
The ability to analyze and diagnose ➢ Managers are intelligent; workers
a situation and distinguish between are and should be ignorant
cause and effect. ➢ Provide opportunities for workers
Human Skills to achieve greater financial rewards
The ability to understand, alter, lead, ➢ Workers are motivated almost
and control the behavior of other solely by wages
individuals and groups. ➢ Maximum effort = Higher wages
➢ Manager is responsible for
Technical Skills (How can we do
planning, training, and evaluating
better?)
Job specialization
The specific knowledge and
techniques required to perform an ➢ Adam Smith, 18th century
organizational role. economist, found firms
manufactured pins in two ways:
MAJOR THEORIES IN
✓ Craft -- each worker did all steps.
MANAGEMENT
✓ Factory -- each worker specialized
Scientific
in one step.
Bureaucratic
➢ Smith found that the factory
Organizational Behavior
method had much higher
System Analysis
productivity.
Taylor’s Theory of Scientific
✓ Each worker became very skilled
Management
at one, specific task.
Frederick Taylor (1856-1915) - ➢ Breaking down the total job
“The Father of Scientific allowed for the division of labor.
Management”
Problems of Scientific
Maximize worker capacity and
Management
profits
➢ Managers often implemented only
PROBLEM: Get employees to work
the increased output side of Taylor’s
at their maximum capacity
plan.
PRIMARY FOCUS: TASKS
✓ They did not allow workers to
share in increased output.
✓ Specialized jobs became very
boring, dull.
Elements of Scientific
✓ Workers ended up distrusting
Management
Scientific Management.
➢ Scientific design of every aspect ➢ Workers could purposely “under-
of every task perform”
- Time and Motion Studies ➢ Management responded with
increased use of machines.
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Weber’s Theory of Bureaucracy  Position duties are clearly
Max Weber (1864-1920) identified. People should
✓ German Sociologist know what is expected of
✓ Theory of Social and Economic them.
Organization (1947)  Lines of authority should be
✓ Principles and Elements of clearly identified. Workers
Management - describe an ideal or know who reports to who.
pure form of organizational structure  Rules, Standard Operating
(general policy and specific Procedures (SOPs), & Norms
commands) used to determine how the
✓ PRIMARY FOCUS: Organizational firm operates.
Structure Organizational Behaviour
✓ Worker should respect the “right” - Study of the actions of
of managers to direct activities people at work
dictated by organizational rules and - Hawthorne Studies
procedures - Started in 1924 at Western
✓ Bureaucracy allows for the optimal Electric Company
form of authority - “rational - Elton Mayo - studies of job
authority” design
Three types of Legitimate Systems Theory
Authority ➢ A system is a collection of part
Traditional Authority - past unified to accomplish an overall
customs; personal loyalty goal.
Charismatic Authority - personal ➢ If one part of the system is
trust in character and skills removed, the nature of the system is
Rational Authority - rational changed as well.
application of rules or laws ➢ A system can be looked at as
Tenets of Bureaucracy having inputs, processes, outputs
✓ Rules and outcomes.
✓ Specified sphere of competence ➢ Systems share feedback among
✓ Hierarchy each of these four aspects of the
✓ Specialized Training systems.
✓ Workers do not own technology ➢ Systems theory has had a
✓ No entitlement to “official significant effect on management
position” by incumbent science and understanding
✓ Everything written down organizations. For example, a pile of
✓ Maintenance of “ideal type” – sand is not a system. If one removes
bureaucracy a sand particle, you’ve still got a pile
Concerned with describing the ideal of sand. However, a functioning car
structure of an organization is a system. Remove the carburetor
Cornerstone: existence of written and you’ve no longer got a working
rules car.
❖ The rational application of written ➢ Systems theory has brought a new
rules ensures the promotion of perspective for managers to
legitimate authority and the interpret patterns and events in the
effective and efficient functioning of workplace.
the organization. ➢ They recognize the various parts
Key points of Bureaucracy of the organization, and, in
 Authority is the power to particular, the interrelations of the
hold people accountable for parts, e.g., the coordination of
their actions. central administration with its
 Positions in the firm should programs, engineering with
be held based on manufacturing, supervisors with
performance not social workers, etc.
contacts.
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➢ The effect of systems theory in ✓ Abraham Maslow: Hierarchy of
management is that writers, needs theory
educators, consultants, etc. are ✓ Douglas McGregor: Theory X and
helping managers to look at the Theory Y
organization from a broader Systems Theory
perspective. ✓ Focuses on viewing the
➢ This is a major development. In organization as a whole and as the
the past, managers typically took interrelationship of its
one part and focused on that. Then parts (subsystems).
they moved all attention to another Sociotechnical Theory
part. The problem was that an ✓ Focuses on integrating people and
organization could, e.g., have a technology.
wonderful central administration and Contingency Theory
wonderful set of teachers, but the ✓ Focuses on determining the best
departments didn’t synchronize at management approach for a given
all. situation.
SYNTHESIS OTHER THEORIES
For many laboratory professionals Resource Dependence Theory
leadership skills and style develop ✓ Continuous improvement and total
out of mentoring by senior quality management = value to
scientists, managers, and directors purchasers of care
within the workplace. While there ✓ Continuous improvement relative
are clear benefits from sound to that of other organizations
mentoring, bad habits and Strategic Management
ineffective behaviors and strategies ✓ Positioning the organization
can also be adopted. relative to its environment and
SUMMARY OF THEORIES competitors
Scientific Management ✓ Capacity to differentiate itself in
✓ Best way to maximize job the marketplace (competitive
performance advantage)
✓ Fredrick Winslow Taylor: Father of Population Ecology Theory
Scientific Management ✓ Based on dominance; ability to
✓ Frank and Lillian Gilbreth: Work influence environment is minor
efficiency ✓ Principles of variation, selection
✓ Henry Gantt: Work scheduling and retention
Administrative Theory Institutional Theory
✓ Henri Fayol ✓ Isomorphism: Organizations with
- Father of Modern Management similar set of environmental
- Principles and functions of circumstances
management resemble each other.
✓ Max Weber ✓ External norms, rules, and
- Bureaucracy concept requirements for legitimacy and
✓ Chester Barnard support
- Authority and power in
organizations Comparing Theories
✓ Mary Parker Follett Classical Attempts to
- Worker participation, conflict develop the best
way to
resolution, and shared goals
manage in all
Behavioral Theorists organizations by
✓ Focus on people to determine the focusing
best way to manage in all on the jobs and
organizations. structure of the
Human Relations Movement (later, firm.
the Behavioral Science Approach) Behavioral Attempts to
✓ Elton Mayo: Hawthorne studies develop a single
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MANAGERIAL FUNCTIONS
best way to
manage in all
organizations by
focusing
on people and
making them
productive.
Management Recommends
Science using math
(computers) to
aid in problem
solving and
decision making.
Systems Theory Manages by
focusing on the
organization
as a whole and
the
interrelationship
of its
departments,
rather than on
individual
parts.
Sociotechnical Recommends
Theory focusing on the
integration of
people and
technology.
Contingency Recommends
Theory using the theory
or the
combination of
theories that
best meets the
given situation.