Transcript Title in yellow

Management and Organisational Behaviour
The Nature of Management
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.1
The meaning of management
• It is active - it is about changing behaviour and
making things happen
• It is an everyday activity involving interactions
between people that are not unrelated or
entirely dissimilar to other spheres of life
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.2
Management
Management can be regarded as:
• taking place within a structured organisational setting
and with prescribed roles
• directed towards the attainment of aims and objectives
• achieved through the efforts of other people
• using systems and procedures
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.3
What is management?
• A function
• An authority
• The people who
discharge it
• A discipline
• A social position
• A field of study
Drucker
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.4
The emergence of management
Every achievement of management is the achievement of
a manager.
Every failure is a failure of a manager.
Drucker
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.5
Are managers born or made?
Answer
A combination of both
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.6
Is management an art or a science?
Management as an art – successful managers are
born with appropriate intuition, intelligence and
personality, which they develop through the practice
of leadership
Management as a science – successful managers
have learned the appropriate body of knowledge &
have developed an ability to apply acquired skills &
techniques
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.7
Management as magic and politics
Management as magic – successful managers
recognise that nobody really knows what is going on
& persuades others of their own powers by calling up
the appropriate gods & engaging in the expected
rituals
Management as politics – successful managers can
work out the unwritten laws of life in the
organisational jungle & are able to play the game so
that they win
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.8
Defining management
Management is the process of achieving
organisational effectiveness within a changing
environment by balancing efficiency,
effectiveness and equity, obtaining the most from
limited resources, & working with & through other
people.
Naylor
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.9
Elements of management
•
•
•
•
•
Planning
Organising
Command
Co-ordination
Control
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.10
Flexible principles of management
• Division of work
• Unity of direction
• Authority & responsibility
• Subordination of
individual interest to
general interest
• Discipline
• Unity of command
• Remuneration of
personnel
Fayol
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.11
Flexible principles of management
• Centralisation
• Stability of tenure of
personnel
• Scalar chain
• Order
• Equity
• Initiative
• Esprit de corps
Fayol
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
New principles for effective administrative
Figure 6.3
management
OHT 6.12
Source: Reproduced with permission from Moorcroft, R., ‘Managing in the 21st Century’, Manager, The British Journal of
Administrative Management, January/February 2000, p.10.
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.13
Management elements according to Brech
• Planning
• Control
• Co-ordination
• Motivation
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.14
Basic operations in the work of managers
• Setting objectives
• Organising
• Motivating & communicating
• Measuring
• Developing people
Drucker
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
AOHT
summary
of the essential nature of management
work
6.15
Figure
6.4
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.16
The efforts of other people
• Management can be defined as ‘getting work
done through the efforts of other people’
• Managers are judged not just on their
performance but on the results achieved by
subordinates
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.17
Factors affecting the work of managers
• The nature of the organisation, its philosophy,
objectives and size
• The type of structure
• Activities and tasks involved
• Technology and methods of performing work
• The nature of people employed
• The level in the organisation at which the manager is
working
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.18
Figure 6.5
The work of a manager – the environmental setting
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.19
The manager’s role
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.20
Attributes & qualities of a management
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.21
Situational management
Figure 6.8
Source: ReproducedMullins:
with permission
from
Hugo
Misselhorn,
The Head
Heart
Management,
Management
and
Organisational
Behaviour,
7thand
edition
© of
Pearson
Education Limited 2005
Management and Organization Development Consultants (2003), p.13.
OHT 6.22
Ten key strategies for Europe’s
managers of the future
1.
2.
3.
4.
5.
Developing leadership
Driving radical change
Reshaping culture
Dividing to rule
Exploiting the
organisation
6. Achieving constant
renewal
7. Managing the
motivators
8. Making team working
work
9. Achieving total
management quality
10. Keeping the competitive
edge
Heller
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.23
Six critical elements
1.
2.
3.
4.
5.
6.
Shared competitive agenda
Values & behaviours
Influence without ownership
Competing for talent
Speed of reaction
Leveraging corporate resources
Prahalad
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.24
Managers as dinosaurs
Managers are the dinosaurs of our modern
organisational ecology.
The Age of Management is finally coming to a close.
Globalisation, rising productivity, growing complexity of
information, expanding sensitivity of the environment
and technological innovation are increasing demand for
alternative organisational practices.
Cloke & Goldsmith
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.25
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.26
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.27
The individual management model (IMM)
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.28
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.29
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 6.30
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005