Welcome to AB140

1. Welcome to AB140 Michael B. McKenna. The Foundations of Management (the Environment of Business)

2. Unit 2 Outcomes • Describe the business organization as an open system • Identify the role of internal and external environmental factors in business • Identify significant past and current management theories

3. Businesses are Open Systems “The essence of a business is outside itself.” – Peter Drucker

4. Organization Inputs and Outputs Businesses are Open Systems Figure 2.1

5. Open Systems • Open systems • Organizations that are affected by, and that affect, their environment.

6. What are Inputs and Outputs Inputs: Goods and services that organizations take in and use to create products or services. Outputs: The products and services that organizations create.

7. Open Systems • Macroenvironment • The general environment; includes governments, economic conditions, and other fundamental factors that generally affect all organizations.

8. The External Environment Bateman/Snell: Management

9. Laws and Regulations • Regulators include agencies such as: • Occupational Safety and Health Administration (OSHA) • Interstate Commerce Commission (ICC) • Federal Aviation Administration (FAA) • Equal Employment Opportunity Commission (EEOC) • National Labor Relations Board (NLRB)

10. The Economy • The economic environment dramatically affects managers’ ability to function effectively and influences their strategic choices. • Interest and inflation rates affect the availability and cost of capital, growth opportunities, prices, costs, and consumer demand for products.

11. The Economy • In publicly held companies, managers may feel required to meet Wall Street’s earnings expectations. • Managers may focus on short-term results at the expense of long-term success • Some managers may be tempted to engage in unethical or unlawful behavior that misleads investors

12. Managing the Macro Environment • The economy affects a company’s value • Technology is changing every business function • Demographics describe employees and customers • Social issues shape attitudes toward your company and its products • Laws and regulations • Government Agencies

13. Competitive Environment • Who is the competition? • How do they compete? • What are competitors doing?

14. New Entrants • New entrants arise when barriers to entry are low • Barriers to entry – conditions that prevent new companies from entering an industry • Government policy (e.g., patent laws) • Capital requirements (start-up costs) • Brand identification (consumer brand loyalty) • Cost disadvantages (Established economies of scale) • Distribution channels (e.g., supermarket shelf space)

15. Substitutes and Compliments • Substitute • Potential threat • Customers use it as an alternative, buying less of one kind of product but more of another. • Complement: • Potential opportunity • Customers buy a product because it is used in conjunction with another product

16. Substitutes and Compliments • Substitute • Movie Theater vs Redbox Blockbuster, Netflix, video streaming • cola vs bottled water • Complement: • Printers and ink cartridges. • New homes and appliances.

17. Managing Substitutes • Technological advances and economic efficiencies allow for rapid development of substitutes • Potential substitutes require management attention

18. Resources from Suppliers • People – from schools, colleges and universities • Raw materials – from producers, wholesalers, and distributors • Information– from researchers and consulting firms • Financial capital – from banks and other sources

19. Suppliers are important because… • They can: • Raise their prices • Provide poor quality goods and services • Fail to provide human resources

21. Management Theories • Scientific • Behavioral • Systems • Contingency

22. Scientific/Classical Approach • Late 1800’s • Engineering approach • “One best way” • Task definition • Dividing and simplifying tasks • Frederick Taylor, Fayol, etc. • Our current POLC is derived from Henri Fayol’s Theory circa 1917! • Introduced task definition and specific measurement of the work process. Around between 1900 until 1940. Taylor believed that productivity problems of the day were due to the lack of management attention to workers. • In general is this theory applicable today?

23. Behavioral Approach • Early 1900’s • Social Sciences approach (employees want good social relationships in the workplace leading to producing more output). • Need to understand people attitudes and behaviors. The Behavioral or Systems approach views management organizations as sets of interrelated parts to be managed as a whole with the purpose of achieving a common goal. • Hawthorne Experiment • Do you believe this is more how companies operate?

24. Systems Approach • 1930-1940 • Organization is a set of interrelated parts that can be managed as a whole (each person has a job to do but no one job is more important than another). Orchestra analogy – everyone is needed to “play beautiful music”. • Inputs, transformation, output, feedback • W. Edward Deming • Continuous improvement and process control • Is this theory applicable in business today?

25. Contingency Approach • 1960’s • “It depends” • Identify key variables in each situation. • Understanding the relationship among the variables • Recognizing the causal effects of management decisions. • Organizations respond to differing environments

27. Unit 2 Assignments • Reading, pgs 26-35 • Discussion Question – Substitutes and compliments • Assignment For this assignment, you must watch the video presentation on the Evolution of Management. You will find the video on page 2 of the Assignments page in your course. Explain how the theories presented are different from one another State which management theory you think is more important and why. Respond in a paper consisting of 100 words and submit your paper to the Dropbox. • Review