Introduction to Management

1. Introduction to Management • Today’s Aim: Revision , Quick Quiz

2. the person or persons controlling and directing the affairs of a business, or other institution the act or manner of managing; handling, direction, or control What is Management?

3. Find your own definition, I like leadership is knowing where you want to go management knows how to get there. Hint

4. Peter Drucker -Jobs of Management Back in 1955 Drucker stated that Managers only have three jobs What are they? Managing a business Managing managers Managing workers and work

5. Leading People Managing Change Meeting Customer Needs Managing Information and Knowledge Managing Activities and Resources Managing Yourself What are the six Chartered Management skills?

6. ? • Provides clear purpose and direction • Inspires trust, respect and shared values • Communicates clearly and succinctly • Develops and supports individuals and team members • Resolves problems and conflicts with positive outcomes • Consistently applies strategic thinking • Adapts leadership style to take account of diverse situations

7. Leading People • Provides clear purpose and direction • Inspires trust, respect and shared values • Communicates clearly and succinctly • Develops and supports individuals and team members • Resolves problems and conflicts with positive outcomes • Consistently applies strategic thinking • Adapts leadership style to take account of diverse situations

8. ? • Encourages others to be creative and innovative • Identifies opportunities for change and development • Scopes, plans and drives change • Manages others through the change process • Takes account of all stakeholder issues

9. Managing Change • Encourages others to be creative and innovative • Identifies opportunities for change and development • Scopes, plans and drives change • Manages others through the change process • Takes account of all stakeholder issues

10. ? • Develops effective customer relationships • Creates customer-driven improvements to products or services • Manages activities to meet customer requirements • Works to improve levels of customer service and satisfaction

11. Meeting Customer Needs • Develops effective customer relationships • Creates customer-driven improvements to products or services • Manages activities to meet customer requirements • Works to improve levels of customer service and satisfaction

12. ? • Establishes information management and communications systems • Provides and uses appropriate information to support decision-making • Develops and exploits organisational knowledge and skills • Manages complexity to positive effect

13. Managing Information and Knowledge • Establishes information management and communications systems • Provides and uses appropriate information to support decision-making • Develops and exploits organisational knowledge and skills • Manages complexity to positive effect

14. ? • Optimises use of financial and other resources • Increases operational efficiency and effectiveness • Plans and prioritises projects and activities • Delivers on time, to budget and to the standard required

15. Managing Activities and Resources • Optimises use of financial and other resources • Increases operational efficiency and effectiveness • Plans and prioritises projects and activities • Delivers on time, to budget and to the standard required

16. ? • Applies good professional and ethical practice • Demonstrates resilience in achieving personal goals • Uses appropriate levels of influence and persuasion • Develops effective personal networks

17. Managing Yourself • Applies good professional and ethical practice • Demonstrates resilience in achieving personal goals • Uses appropriate levels of influence and persuasion • Develops effective personal networks

18. Scientific Classical Human Relations Systems Contingency Today Name five Schools of Management Thought

19. Name some management theorists

20. Scientific Management Theorists Fredrick Wilmslow Taylor (1911) Frank and Lillian Gilbreth (1917) Henry Gantt (1916)

21. Taylor’s Theory of Scientific Management • Frederick Taylor (1856-1915) • “The Father of Scientific Management” • Maximize worker capacity and profits • PROBLEM: Get employees to work at their maximum capacity • PRIMARY FOCUS: TASKS • l

22. Taylor’s Theory of Scientific Management • Elements of Scientific Management • Scientific design of every aspect of every task • Time and Motion Studies • Careful selection and training of every task • Proper remuneration for fast and high-quality work • Maximize output - increase pay • Equal division of work and responsibility between worker and manager

23. Taylor’s Theory of Scientific Management • Underlying Themes • Managers are intelligent; workers are and should be ignorant • Provide opportunities for workers to achieve greater financial rewards • Workers are motivated almost solely by wages • Maximum effort = Higher wages • Manager is responsible for planning, training, and evaluating

24. Taylor’s Theory of Scientific Management • Application in the Modern Workplace • Assembly Line Plants as typical Examples • System of Remuneration (quotas - commission) • Re-Design - Reengineering • Benchmarking • Data are used to refine, improve, change, modify, and eliminate organizational processes • Lean Manufacturing

25. Classical Theory • Max Weber (1947) • Henri Fayol (1916)

26. Elton Mayo (Hawthorne Studies) Douglas McGregor Frederick Herzberg Human Relations

27. Management?Leadership? Communication? Motivation? What subject does Maslows Hierarchy (1943) theory cover?

28. Management?Leadership? Communication? Motivation? What subject does Maslows Hierarchy (1943) theory cover?

29. Maslow’s Hierarchy of Needs NEED SELF- ACTUALIZATION ESTEEM NEEDS LOVE, AFFECTION, AND BELONGINGNESS NEEDS SAFETY NEEDS PHYSIOLOGICAL OR SURVIVAL NEEDS

30. What is Extrinsic & Intrinsic Motivation?

31. external factors that: Compel us to do something or act a certain way (like money or good grades) The desire or push to perform a certain behaviour based on the potential external rewards that may be received as a result Extrinsic Motivation

32. The motivation or desire to do something based on the enjoyment of the behaviour itself, rather than relying on or requiring external reinforcement Intrinsic Motivation?

33. Great Man Theory Trait Theory Behavioural Theory Role Theory Participative Leadership Situational Leadership Contingency Theory Transactional Leadership Transformational Leadership Name 5 Leadership Theories

34. Explain the key points of Situational Leadership

35. The best action of the leader depends on a range of circumstantial factors. an effective leader does not just fall into a single preferred style affected by factors within the particular situation perception of the follower and the situation will affect what they do rather than the truth of the situation The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behaviour Leaders here work on such factors as external relationships, acquisition of resources, managing demands on the group and managing the structures and culture of the group Hersey, P. and Blanchard, K. H. (1977) Explain the key points of Situational Leadership

36. What are the benefits to a business if it promotes diversity

38. Businesses bother because: Legal considerations plus - Preventing discrimination: • Improves your chances of recruiting the best person for the job Getting the best performance from all those who work for you Unlawful discrimination: • discredits a business and can be very costly

39. The real benefits to an organisation • Talent – Enable an organisation to draw people from the widest possible pool of talent and create an environment in which everyone feels respected and reach their full potential. • Innovation – Different people have different perspectives and remember there is often more than one solution to a problem • Service – In work we deal with a wide range of different people. Well informed employees , who are themselves from diverse backgrounds will enable better response and professional service that meets the needs of the individuals.

40. Give me your definitions Define Communication

41. Communication “a process by which information is exchanged between individuals through a common system of symbols, signs, or behaviour” Merriam Webster 2008

42. Shannon and Weaver Developed a model for effective communication What is it and what does it mean.

44. Shannon and Weaver's model clearly demonstrates why even the simplest communications can be misunderstood. Transmitting a signal across additional media only adds to the complexity of the communication and increases the chance for distortion. It is suddenly easier to understand why other people just can't grasp what we already know.

45. Communication Considerations • Time • Feedback • Mood • Allow for context • Cultural understanding • Whom are you communicating with?

46. What are the three main communication styles?

47. Communication Styles • Auditory • Listening • Telephones • Visual • Diagrams • Faces • Kinaesthetic & Tactile • Figure it out • Expressive

48. Teamwork is the co-operative effort by a group of people to achieve a common goal What is Teamwork?

49. unseen forces that operate in a team between different people or groups Define Team Dynamics

50. How can we promoteteam building & team identity?