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Lecture 8 MANAGEMENT WITHIN ORGANIZATIONS

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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What is management?

‘Conduct the working of, have effective control of, bend to one’s will, cajole… find a way… contrive to get along… bring about, secure… deal with… skilful handling’ Can be applied to many different situations Managers are appointed by the beneficial owners to act on their behalf Managers are to act

in loco parentis

for the beneficial owners In effect they are one of a number of stakeholders Lynch (1997) stakeholders fall into one or other of the following: • Those involved in the carrying out of the organization’s mission and objectives • Those involved in the outcome of the mission and objectives

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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What is management?

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Fayol and the management process Main functions: •Technical • Commercial • Financial • Security • Accounting • Administrative Management consists of the following activities: • Forecasting • Planning • Organizing • Co-ordinating • Commanding • Controlling FW Taylor (1947) - functional foremanship

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Managing in a social world Managers do not act in isolation from the forces acting upon society Criticism of Fayol and Taylor - they imply that managers should be able to apply a formula and in doing so effective regimes and efficiency will be achieved The professionalization of management Shireman and Kiuchi suggest four seasons within a business cycle: • Growth season • Improvement season • Pruning season • Searching for direction season

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Managing in a social world

• Reed (1989) - four themes in management: – Technical perspective – Political perspective – Critical perspective – Practice perspective

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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What managers do

Handy (1993) – reviewed studies Which demonstrated a fragmented job: • Supervisors • Managers • Chief executives • Varied by organization size Mackenzie (1972) - managing or operating activities Stewart (1985) – factors influencing the pattern of work included: • Industry • Role • Pattern of work • Level • Exposure • Contacts • Personal factors Luthans (1995) - four types of activity: • Traditional management • Routine communication • Networking • Human resource management

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management: Context influences on job

• Public/private sector • Manufacturing/service orientation • Size • Functional responsibilities • Technology • Location • Organizational and national culture • Levels of management

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Context and management

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management roles and skill

Role theory - provides an outline or model for what is expected of them • Role set • Role definition • Role ambiguity • Role incompatibility • Role conflict • Role stress and strain

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management roles and skill

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management roles and skill

Peddler et al (1994) - 11 capabilities under three levels that differentiate between successful and unsuccessful managers: • Basic knowledge • Skills and attributes • Meta qualities

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management and diversity Inappropriate decision making Selecting an individual on the basis of gender, skin colour or physical capacity Wilson (1995) ‘Sex role identity… seems to have a substantial effect on the formation of occupational aspirations and expectations. Men are going to aspire to, and succeed in, more male-intensive occupations Gardiner and Tiggemann (1999) Women face different pressures from men in industries that are male dominated. Vinnicombe and Harris (2000) The strength of informal organizational culture is what effectively holds women back from reaching the top job

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management and organizational effectiveness

John Adair - three circle cycle: • Achieving the task • Developing the individual • Building and maintaining the team Luthans (1995) - success and effectiveness • Success is the speed of promotion • Finding promotion depends upon socializing and politicking

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Management and organizational effectiveness

• Mental toughness: – Self-belief – Resilience – Focus – Drive – Control – Resolve – Nerves of steel – Independence – Competitiveness – Chillability

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Critical incident management

Home Office (2003) - adopted a three level incident command structure; - Bronze – operational level - Silver – tactical level - Gold – Strategic level

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Critical incident management Flin (1996) - exercise of effective control needs the incident commander to work through a list of requirements: • Prepare • Assess • Plan • Resources • Implement • Control • Evaluate Necessary personality characteristics for an incident commander: • Willingness to accept leadership role • Emotional stability • Stress resistance • Decisiveness • Controlled risk taking • Self-confidence • Self-awareness Skills profile of an incident commander: • Leadership ability • Communication skills • Delegating • Team management • Decision making under pressure • Situation awareness • Planning and implementing actions • Calm and capable to manage stress in self and others • Preplanning for possible emergencies

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management and power

Hellriegel et al (1989) - management is a set of activities based on these characteristics: • Relationships • Skills • Power French and Raven (1958) - power is what allows the manger to carry out his function: • Legitimate • Reward • Coercive • Referent • Expert Pfeffer (1992) - managing power involves the following: • Recognizing different interests • Identifying the views of various stakeholders • Understand the need for power to achieve results • Understand the strategies and tactics through which power is developed • Be prepared to use power

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management and power Townley - ‘Panopticism is an exercise of power based on analysis and distribution. It operates through hierarchy, surveillance, observation and writing. In this sense power is not located in a person but in practices’ Many of the participatory and involvement-based management practices function at the level of socializing employees into the ways of thinking by preferred managers Delegation - how much should managers retain and how much delegate? There is a feeling that by delegating it is a giving away of power Giving the workers more responsibility increases the quality of work experience for the individual Business process re-engineering

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Meetings and humour in management Meetings are an inevitable aspect of management • Need to involve others in decision making • Persuade them to co-operate in specific courses of action Other reasons for holding meetings include: • Habit • Political • Courage and risk aversion Barsoux (1993) - humour is rarely neutral, trivial or random Three main purposes of humour: • Sword • Shield • Values

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management: an applied perspective Variables associated with the practice of management: • The manager • The managed • The context • The situation • The task

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Management: an applied perspective

For use with MARTIN, ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT 3e ISBN 1-86152-948-1

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Lecture 8 MANAGEMENT WITHIN ORGANIZATIONS

What is management?

Managing in a social world

What managers do

Management: Context influences on job

Management roles and skill

Management roles and skill

Management and organizational effectiveness

Management and organizational effectiveness

Critical incident management

Management and power

Directory