Characteristics of Good Management (lecture)

1. FdA Business and Management Introduction to Management Characteristics of Good Management (lecture)

2. Learning Outcomes At the end of this session learners will be able to: • Describe the roots of management • State the ‘six management skills’ • Discuss the main themes of each skill • Explain CPD

3. What is Management?

4. Management • 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

5. Let’s look at some quotes

6. Where does the word ‘Manage’ come from?

7. “manage" comes from the Italian maneggiare, and from Latin manu agere “to lead by the hand”) which in turn derives from the Latinmanus, hand Where does the word ‘Manage’ come from?

8. 3000 bc or 1800’s

9. Roots are • Sumerians? • Egyptians? • Arab Numerals? • Double entry book keeping? • Adam Smith? • FW Taylor? • Henri Fayol?

10. What does a Manager do ?

11. Henri Fayol (1841-1925) • Henri Fayol was the first person to identify elements or functions of management in his classic 1916 book Administration Industrielle et Generale. • Planning • Organizing • Command • Coordination • Control

12. Peter Drucker – 1955“Father of Modern Management” “The manager is the dynamic, life giving element in every business”

13. Peter Drucker -Jobs of Management Back in 1955 Drucker stated that Managers only have three jobs What are they?

14. Peter Drucker -Jobs of Management Which three though? • Managing a business • Managing expectations • Managing managers • Managing workers and work • Managing to avoid things • Managing stress

15. Peter Drucker -Jobs of Management Which three though? • Managing a business • Managing expectations • Managing managers • Managing workers and work • Managing to avoid things • Managing stress

16. Peter Drucker -Jobs of Management • Managing a business • Managing managers • Managing workers and work Job done?

17. What does a good manager look like?

18. What does a good manager look like?Who might know?

20. What do the CMI declare, is the “Ultimate accolade for the practicing manager”

21. “Ultimate accolade for the practicing manager” CMI claim that Chartered Manager (CMgr) is this ultimate accolade, However, what process would a CMgr candidate have to follow to receive this award?

22. Today’s good manager will look like: Chartered Manager • Qualified • Impact • Continuing Professional Development

23. CMgr Entry Qualifications “In order to ensure minimum standards of knowledge and understanding of management among Chartered Managers, a management qualification at degree level or above (e.g. NVQ 4 or Diploma in Management) is a minimum qualification requirement” CMI 2008

24. Chartered Management Institute Demonstrate impact within at least one of the Chartered Manager Skills These six skills are drawn from the National Management Standards

25. What do you think these will include?

26. ‘Six Management Skills’ • Leading People • Cutting Costs • Managing Change • Speaking Out • Meeting Customer Needs • Managing Information and Knowledge • Good Handwriting • Managing Activities and Resources • Managing Yourself • Managing to Avoid Things

27. ‘Six Management Skills’ • Leading People • Cutting Costs • Managing Change • Speaking Out • Meeting Customer Needs • Managing Information and Knowledge • Good Handwriting • Managing Activities and Resources • Managing Yourself • Managing to Avoid Things

28. ‘Six Management Skills’ • Leading People • Managing Change • Meeting Customer Needs • Managing Information and Knowledge • Managing Activities and Resources • Managing Yourself

29. ? • 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

30. 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

31. ? • 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

32. 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

33. ? • 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

34. 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

35. ? • 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

36. 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

37. ? • 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

38. 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

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

40. 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

41. Means what exactly? CPD?

42. Continuing Professional Development • demonstrating ongoing management development and its outcomes • learning objectives and leading to what has been learned and how applied in the workplace • addressing management skills, techniques or knowledge development • specific activities undertaken for these objectives, whether formal (such as courses) or informal (such as discussions, reading, or observation) • planned management development objectives for the next 6 – 18 months

43. Questions ???? Outcomes met? We have : • Described the roots of management • Stated the ‘six management skills’ • Discussed the main themes of each skill • Explained CPD

44. Groups I want your groups on Thursday, numbers of 3 to 5. Anybody not in a group will be assigned to a group by me.

45. Seminar • Belbin Team Roles • & • Tuckman - Developmental sequence in small groups

46. IT Seminar • Managing Information – Sources & Use • Plus the VLE

47. FdA Business and Management Introduction to Management Seminar Characteristics of Good Management (Seminar)

48. Last week you were asked to read the Kolb article He identifies four learning styles, each of which is associated with a different way of solving problems, what are they ?

49. 1. Divergers - view situations from many perspectives and rely heavily upon brainstorming and generation of ideas. 2. Assimilators - use inductive reasoning and have the ability to create theoretical models. 3. Convergers - rely heavily on hypothetical-deductive reasoning. 4. Accommodators - carry out plans and experiments and adapt to immediate circumstances.

50. Economist article, Harvard Business Review article and Bennet, A. and Bennet, D. 2008. Moving from knowledge to wisdom, from ordinary consciousness to extraordinary consciousness, in VINE, Vol. 38, No. 1, 2008. This Weeks reading