Transcript What is Management? - Dublin City University

MT113 Managing Organisations
The Changing Face of Organisations an Introduction to Management Theory
What is Management?
‘The art of getting things done through people’ Mary
Parker Follet
‘Managers give direction, provide leadership & decide how
to use resources to accomplish goals’
Peter Drucker
‘Mgt is the attainment of organisation goals in an effective
and efficient manner through planning, organising, leading
and controlling organisation resources’
Daft
What is Management?
Planning - vision, direction, goals
Organising - tasks, resources, processes
Leading - motivation, environment, communication
Control - Performance v. targets
(move toward self-control)
What is Management?
Senior managers
Middle managers
Project managers
First line managers
Nb of Direction, Communication, Control
Management Skills & Roles
Skills
Conceptual
Human
Technical
Roles
Information, figurehead, leader, liaison,
decision-maker, negotiator, conflict resolver,
change manager, resource allocator...
New Competencies Needed?
Boundaryless organisation collaboration & co-opetition
The Networked Organisation relationships & teams
The Virtual Organisation empowerment, trust, development
Organisation Theory - Evolution of Thought
• Hunter gatherer...Egyptian Pharaohs..Roman Empire...
• Industrialisation
• The Classical Theorists
• The Humanistic Perspective
• The Modernists - Organisations as Systems
- The Contingency School
• Postmodernism
Organisation Theory - Evolution of Thought
Industrialisation
Modern Organisations and the systematic
study of them began with industrialisation.
Adam Smith - Division of Labour
Movement away from family business to
industrial era.
Organisation Theory - Evolution of Thought
The Classical Theorists
1. Scientific Management School
2. Administrative Theorists
3. Bureaucratic School
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Focus on efficiency and control
‘One best way’ - Universalistic
Employee as tool/instrument
Assumed environment was stable
Organisation Theory - Evolution of Thought
The Humanistic Perspective
Human relations movement - The Hawthorne Studies
Group interaction & social climate important to job
performance (Mayo)
Human resources perspective - job design,
motivation, belief in potential
Maslow & McGregor
The Modernists
Organisations as Systems
• Open Systems - Organisations, like
organisms, are open to their environment
and must interact with it to survive.
• Inter-relatedness - The whole is worth
more than the sum of the parts
(subsystems).
• Closed systems are unsustainable.
5 Functions of Subsystems
• Boundary spanning - input/output
transactions eg. purchasing & marketing
• Production - change inputs into outputs eg.
teacher training
• Maintenance - smooth operations & upkeep
of services & people eg. HR & janitors
5 Functions of Subsystems ctd
• Adaptation - organisation change - scanning
environment for opportunities/threats eg.
Market Research and IT
• Management - sets goals and direction for
all subsystems
5 subsystems are usually interconnected
The Modernists
Contingency School of Thought
• Theorists and managers must understand
environment/context to prescribe appropriate
structure/management technique.
• Success contingent on more than one factor; no
universal solution.
• Focus on structure, environment, technology and
size.
Organisation Theory - Evolution of Thought
Postmodern Organisation Paradigm
A paradigm is a shared mindset or way of
looking at the world.
Postmodern world
• increased rate of change
• global competitiveness
• information / electronic revolution
• unstable & unpredictable environment
Organisation Theory - Evolution of Thought
Postmodern Organisation Paradigm
The postmodern organisation reflects the needs
of a changing world:
• moderate size
• flexible, decentralised structures
• info / knowledge as primary form of capital
• employee empowerment
• servant leadership
The ‘Learning Organisation’
Old Paradigm
Vertical Org.
New Paradigm
Learning Org.
Forces on orgs
Markets
Workforce
Technology
Values
Local, domestic
Homogeneous
Mechanical
Stability, efficiency
Global
Diverse
Electronic
Change, flexibility
Mgt Competencies
Focus
Leadership
Approach to work
Relationships
Profits
Autocratic
Individualistic
Competitive, conflict
& Custs, emps
Distributed, empower
Team
Collaboration