Please enable JavaScript.
Coggle requires JavaScript to display documents.
Introduction to Management (Scope of Management (influencing others…
Introduction to Management
Scope of Management
meanings of management
influencing others through
Tasks of managing
Shaping their context
process of managing
Management and orgnaisation
critical thinking
Why study management
people make assumptions about how to perform the management role - may not be correct
career benefits
consider alternatives
analyse context
question the assumptions
organisation must add value to resource to survive
everyone manages part of that value adding process
Management and organisation
value subjective
Value created in many ways
trade unions
commercial
charities and volunatry
management task is to create organisations that work (Add value to resources)
a world of managed organisation on which we depend on
taking responsibility for an activity - getting things done with and through people
Management as a distinct role
separated from work
external agents (owner of capital) control aspects of work process
decide what to make, when here how
Specialist Areas of Management
Functions
line, stagg, projects, entrepreneurs
Hierarchies
People doing the work
supervising people doing the work
middle managers - managing supervisors
senior management - managing middle manager
board of directors - manage business
Influencing through managing
Mintzberg - 10 management roles
Interpersonal
leader
liaison
figurehead
Decisional
disturbance handler
negotiator
entrepreneur
resource allocator
Informational
disseminator
Spokesperson
monitor
Rosemary Stewart - interrupted, fragmented, diverse
Managers as networkers
Wolf and Moser - confirmed link between networking and career success
Luthans
Those who were effective
spent more time on communication and HRM
those who achieved promotion
spent more time on networking and politicking
Task of Managing - transforming inputs into outputs
Organising - allocating resources, time, effort
leading - generating effort and commitment towards objectives
Planning - overall direction of work
Controlling - monitor progress, compare with plan, adjust if needed
Influencing through shaping the context
Historical - past present and future events
external - micro and macro events
internal -elements of the organsiation
interact with each other
people interpret new context, work within it or seek to change it
work within it or act to change it in some way
people interpret context
Managerial Choice - management actions then context
Interaction - both influence each other
Determinism = Context then manage acts
Thinking Critically
effective managers developed skills of critical thinking
Recognise importance of context
imagining and exploring the alternatives
identify and challenge assumptions
Rational Goal Models
Response to problem of organizing factory production efficiently
F.W. Taylor- scientific management
scientific methods
Evaluated
Methods increased productivity and were widely adopted
aspects of the approach still common e.g. bonus systems, work measurements
can incur high human costs
Focus on individual ignores their social needs
reinforces power of managers over workers
focus on individual ignores social needs
selecting the best person for the job
Train the worker to follow defined procedures
produce financial incentives
more responsibility for planning from worker
Internal Process models
Weber - principles for organising large bureaucracy fairly
rules and regulations to guide behaviour
impersonality to protect against favourtism
division of labour - jobs are easy to learn
hierarchy - reflecting power to make decisions
authority structure ties system together
rationality - managers use more efficient methods
Fayol - organising whole business
applied flexibly and in proportion
Division of work, stability of tenure, encourage initiative
evaluating process models
slow and inflexible - don't adapt to change or different conditions
rules, regulations, impersonal procedures widely used, ensure consistency and are fair
Human Relations models
people as social beings with many needs
Mark Parker Follet
wanted bureaucracy with group networks
solving problems created integrative unity
group processes creative
reaction to scientific and bureaucratic methods
Elton Mayo and Hawthorne experiments
Lighting experiment to test effects of light on output
unexpected result - fuller study of effects of changing physical surrounds
led to change in social as well as physical setting
Other Hawthorne studies
male staff on payment by results system - produced less - social pressures
interview programme - sought employees attitudes to work and life in general - showed close links between work and life outside
close links between work and life outside
supervisors should pay attention to emotional needs of employees
bank wiring observation room
evaluating human relations models
aim to integrate needs of individual with needs of organisation
critics claim these practices reinforce unequal power relations - power still with organisation
influenced management practices - Work life balance, stress teams
Organisations as open systems
align technical and social systems
contingency theories a systems view
subsystems add complexity - interact with each other and outside world
evaluating open systems models
may emphasise need for change at the expense of need for stability and efficiency
practice depends on people interpreting events
influenced management practice which stress response to external conditions - e.g. market research, PR, strategic planning, alliances
Integrating themes
sustainability
Promoting sustainability is an example of open systems values - achieving it may need internal process values
Internationalistion
values may vary between countries
Entrepreneurship
Entrepreneurs starting new business take open systems view - need to introduce others later to ensure control (internal process)
Governance
Pfffer and Sutton's ideas on evidence based management offer disciplined way to reduce risk