ORGANIZATIONAL

MANAGEMENT (ZCMA6112)
MODULE 1

By: Dr. Ummu

© McGraw Hill 1
 Because learning changes everything.®

Managers and
Management
theories

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No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
 Managing for Competitive Advantage -
Staying Ahead of the Competition
A key to understanding the success of a company is the competitive
advantage it holds and how well it can sustain it.

© McGraw Hill 3
 What are 4 Functions of Management?

© McGraw Hill https://www.youtube.com/watch?v=X6RObZecBHI 4

 Performing All 4
Management Functions
• A typical day for a manager is not neatly
divided into the four functions.
• Interruptions, meetings, and firefighting
prevent a manager from smoothly tending to
these functions.
• Good managers devote adequate attention
and resources to all four management
functions.

© McGraw Hill 5
 DISCUSSION 1
Bill Drayton- founder and current chair
of Ashoka: Innovators for the Public
In Drayton’s view, anyone can be
a social entrepreneur. All it takes,
he says, is the ability to see a
problem, put others’ skepticism
aside, and allow yourself the time
to inch your way first toward a
vision and then to a solution that
works.
1. Do you think every manager should
have the responsibility to do good
and do well? Why or why not?

2. What other means to create social

innovation besides efforts like
Ashoka’s do you think can be
effective?
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© McGraw Hill https://jawaherjbs.wordpress.com/2018/10/12/the-greatest-social-entrepreneurs-of-all-times/
 Management Levels

Top-Level
Managers

Middle-Level
Managers

Frontline
Managers

© McGraw Hill 7
 Exhibit 1.2 Managerial Roles:
What Managers Do
Decisional Roles Informational Roles Interpersonal Roles
Entrepreneur: search for Monitor: seek Leader: staffing,
new business, initiate information, serve as the developing, motivating
new projects. center of communication. people.
Disturbance handler: Disseminator: transmit Liaison: maintain
take corrective action information from source network of outside
during crises. to source. contacts.
Resource allocator: Spokesperson: speak Figurehead: perform
provide funding and other on behalf of organization. symbolic duties.
resources, make
significant organizational
decisions.
Negotiator: negotiate
with internal and external
parties.

© McGraw Hill Adapted from Mintzberg, H., The Nature of Managerial Work. New York: Harper & Row, 1973, pp. 92–93. 8
 Must-Have Management Skills
• ability to perform a specialized task
involving a particular method or
Technical process.

• skills related to abilities that help

Conceptual & identify and resolve problems.
Decision

• people skills that represent the

Interpersonal & ability to lead, motivate, and
Communication communicate effectively with
others.

© McGraw Hill 9
 Managerial
Decision
Making

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 Exhibit 3.1 Characteristics of
Managerial Decisions

© McGraw Hill 11
 Uncertainty and Risk
Certainty
• The state that exists when decision makers have
accurate and comprehensive information.
Uncertainty
• The state that exists when decision makers have
insufficient information.
Risk
• The state that exists when the probability of success is
less than 100 percent and losses may occur.

© McGraw Hill 12
 Lack of Structure
Programmed decisions
• Decisions encountered and made before, having
objectively correct answers, and solvable by using
simple rules, policies, or numerical computations.

Non-programmed decisions
• New, novel, complex decisions having no proven
answers.

© McGraw Hill 13
 Exhibit 3.2 Comparing Programmed
versus Non-programmed Decisions
blank Programmed Decisions Non-programmed Decisions
Examples
Company Policies to follow when posting Changing from proprietary
an open position on job boards. server to cloud storage.
University Income formulas to determine Create a design for a new
amount of student financial aid. engineering building.
Health care Procedure for discharging Purchase of advance imaging
patients. equipment.
Government Merit system for promoting Response to an unexpected
federal employees. state budget shortfall.

© McGraw Hill 14
 DISCUSSION 2
Saul Garlick’s Social Enterprise:
Nonprofit or For-Profit?
Ø While still in high school, Saul Garlick
founded a nonprofit to fight poverty in
Africa by encouraging
entrepreneurship.
Ø He later decided he could best do the
work of his nonprofit by converting it to
a for-profit social enterprise,
ThinkImpact.

• Why do you think Garlick thought a for-

profit, market-based solution was best
for his organization?
• How might uncertainty and risk have
played a role in Garlick’s decision to
become a for-profit organization?
shorturl.at/bfoT4

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© McGraw Hill
 Exhibit 3.3 The Phases of Decision Making

Access the text alternative for slide image

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 Constructive Conflict
Cognitive • Issue-based differences in perspectives or
conflict judgments.

Affective • Emotional disagreement directed toward

conflict other people.

Devil’s • A person who has the job of criticizing

ideas to ensure that their downsides are
advocate fully explored.

• A structured debate comparing two

Dialectic conflicting courses of action.

© McGraw Hill 17
 DISCUSSION 3: Decision Making in a Crisis
• What kinds of crises could your company face?
• Can your company detect a crisis in its early stages?
• How will it manage a crisis if one occurs?
• What team inside the company would lead the
response effort?
• What can it learn from a crisis to improve its response
next time?

Superstorm Sandy hit the

East Coast with fierce
devastation. Managers had
to make critical decisions to
keep people safe.
Roschetzky Photography/ Shutterstock

© McGraw Hill 18
 Building and
Managing
Information Age
Businesses

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© McGraw Hill No reproduction or further distribution permitted without the prior written consent of McGraw Hill.
 Technology and Innovation

Technology Innovation
• The systematic • Changes in method or
application of scientific technology.
knowledge to a new • Positive, useful
product, process, or departure from
service. previous ways of doing
things.

© McGraw Hill 20
 Exhibit 5.1 Fundamental Types of Innovation

Access the text alternative for slide image

© McGraw Hill 21
 Exhibit 5.3 Technology Dissemination Pattern
and Adopter Categories

Access the text alternative for slide image

© McGraw Hill 22
 DISCUSSION 4
Providing Clean Water via “Water ATMs”
Centralized water treatment plants
are expensive, and pipelines can
bring water only so far.
1. Into which technology type(s)
The Sarvajal solution was to build
local water-treatment plants and mentioned in the text would
then distribute the clean water you classify Sarvajal’s water
through solar-powered vending ATMs?
machines available 24 hours a day.
2. Would you expect the
Customers use their mobile phones technology that powers water
to purchase a specific amount of ATMs to follow the typical S-
water and collect it in their own shaped pattern of diffusion?
containers for the relatively short trip
home. Why or why not?

© McGraw Hill 23
 Assessing External Technological Trends

Benchmarking
• The process of comparing the organization’s current
practices and technologies with those of other
companies.

Scanning
• Focuses on what is being developed.
• Places greater emphasis on identifying and
monitoring the sources of new technologies for an
industry.

© McGraw Hill 24
 Key Technology Roles

Technical Innovator
• A person who develops a new technology or has the key
skills to install and operate the technology.

Product Champion
• A person who promotes a new technology throughout the
organization in effort to obtain acceptance of and support for it.

Executive Champion
• An executive who supports a new technology and
protects the product champion.

© McGraw Hill 25
 End of Main Content

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