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GMS Lesson October 16.docx

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Department
Global Management Studies
Course
GMS 200
Professor
Shavin Malhotra
Semester
Fall

Description
GMS Lesson October 16,2012 What Managers Do? How much of a typical manager’s time would you expect to be allocated to these relationships (total should = 100%) 48 % of time working with subordinates 8 % of time working with boss 44 %of time working with peers and outsiders What amount of a managers time is typically spent in the following activitives for a CEO and a junior manager (total should = 100% or less) CEO 59% in scheduled meetings 10% in unscheduled meetings 22% doing desk work 6% talking on the telephone 3% walking around the organization/ work site Junior Manager 14% in scheduled meetings 29% in unscheduled meetings 21% doing desk work 6% talking on the telephone 15% walking around the organization/ work site Behavioral Management Human Resource Approaches Include: - Hawthorne Studies - Maslows Theory of Human Needs - McGregors Theory X and Theory Y Hawthorne Studies - As part of the scientific management regime, companies routinely studied the effects of the physical environment on their workers. - The hawthorne studies were carried out by the Western Electric Company (with 40,000 workers) at their Hawthorne plant in the 1920’s. Initially the study focused on lighting - No relationship was seen Elton Mayo (Harvard) - Selected six women, and segregated them from the rest of the factory and put them under the eye of the supervisor. Who was more a friendly observer than disciplinarian. Mayo made frequent changes in their working conditions, always discussing and explaining the changes in advance - Assembling telephone relays The relays were mechanically counted as they slipped down the chute. The intent was to measure the basic rate of production before and after making any environmental changes. Work Conditions and Productivity Results - They were given two five – minute breaks, one in the morning, and one in the afternoon, for a period of five weeks. Output Increased - The breaks were each lengthened to ten minutes Output Rose Sharply - The workday was shortened to end at 4:30 p.m. instead of 5 pm Output Increased - The workday was now shortened to end at 4:00
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