Chapter 1
Management: An Applied
Behavioral Sciences
Approach
The Purpose of Management
Create value as perceived by followers –
Peter Drucker
“Leaders who are not getting results aren’t really
leading.” Management is influencing people
towards meaningful purposes.
Ulrich, Zenger and Smallwood
Effective organizations focus on quality, respond
quickly to change and innovate, develop and
implement appropriate strategies, are willing to
“network” with strategic partners and are
committed to continuous learning
Managing in a Rapidly Changing
World
Change is created by “Megawaves”.
Megawaves include massive changes in
the world:
Social
Political
Technological
Ecological
Economical
Organizations that cannot adapt to change
disappear!
Megawaves
Pace of Change
Continuing to accelerate
Population wants “more”
Technology creates more competition
Competition is “one click away”
The “Knowledge age is here”
Unlimited substitution
Employees are highly specialized and stress is on
flexibility.
Domain of Leadership is Worldwide
“Leaders also think in international terms”
A “New World Order” is emerging
European Union
NAFTA
Shift from human warfare to human welfare
The Challenge…
Effective leaders must…
Diagnose, adapt and communicate
Have the ability to control their use of technology
Improve the use of human resources
Practice leadership every hour of every day
Management vs Leadership
Management: “The process of working with and
through individuals and groups and other
resources to accomplish organizational goals.”
Leadership: “Whenever one person attempts to
influence the behavior of an individual or a
group, regardless of reason.”
The difference is the “organizational goals”
Top 10 Leadership and
Management Concerns-Richard I. Lester
Ineffective communication
Crises management for most situations
Lack of feedback on performance
No or inappropriate goal setting
Not enough training
Lack of opportunity for advancement
Rewards not related to performance
Unreasonable workloads
Boss will not let me do my job
Lack of challenging work
Valuable Leadership Skills-
RHI Management
Ranked in order of importance
Leadership abilities
Communication/intrapersonal skills
Team oriented approach
Organizational/time management
Decisiveness
Resources
Three Competencies of
Leadership
1. Diagnosing (A cerebral/cognitive competency)
Understanding the situation being influenced
2. Adapting (A behavioral competency)
Altering behavior and resources to meet the
contingencies of the situation
3. Communicating (A process competency)
Interacting with others so that people can
understand and accept what you are influencing
Management Process
“Getting things done with and through people-Koontz and O’Donnell
Planning
Setting goals and objectives for the organization
Organizing
Bringing together resources-people, equipment,
etc… Integration of resources
Motivating
Increasing the performance level of participants
Controlling
Making adjustments using feedback to increase
performance
Skills of a Manager
Technical Skill
Ability to use knowledge, methods, techniques and
equipment necessary for specific tasks
Needed most in non-supervisory levels of
management
Human Skill
Ability and judgment in working with people
Important at all levels of management
Conceptual Skill
Ability to understand the complexities of the overall
organization…See the “Big Picture”
Needed most at the executive level of management
Ingredients For Effective Human
Skills
Understanding Behavior
Why people behave the way they do.
Motivation
Patterns of behavior
Predicting Behavior
Using past behavior as a reference for future behavior
Controlling Behavior
Change and direct behavior to reach goals
Controlling People
Manipulating individuals and groups (training and facilitating)
Finding the “right tools”
The same thing does not always work…must adapt!
Managers are “behavioral scientists”
Social Systems of
Organizations
Organizes the organization into “who does
what” and “who tells who to do what”.
Effective organizations cannot
overemphasize the importance of one
group at the expense of others.
Organization cannot ignore the needs and
pressures from the external environment.