Management and Organisational Behaviour 7th Edition

Management and Organisational Behaviour 7th Edition PART 3 The Role of the Manager

Management and Organisational Behaviour 7th Edition CHAPTER 6 The Nature of Management

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

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

What is management? • A function • The people who discharge it • A social position Drucker • An authority • A discipline • A field of study

The emergence of management Every achievement of management is the achievement of a manager. Every failure is a failure of a manager. Drucker

Are managers born or made? Answer A combination of both

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

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

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

Elements of management • Planning • Organising • Command • Co-ordination • Control

Division of work Authority & responsibility Discipline Unity of command Fayol Unity of direction Subordination of individual interest to general interest Remuneration of personnel Flexible principles of management

Centralisation Scalar chain Order Equity Fayol Stability of tenure of personnel Initiative Esprit de corps Flexible principles of management

Figure 6.3 New principles for effective administrative management Source: Reproduced with permission from Moorcroft, R., ‘Managing in the 21st Century’, Manager, The British Journal of Administrative Management, January/February 2000, p.10.

Planning Control Co-ordination Motivation Management elements according to Brech

Basic operations in the work of managers • Setting objectives • Organising • Motivating & communicating • Measuring • Developing people Drucker

Figure 6.4 A summary of the essential nature of management work

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

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

Figure 6.5 The work of a manager – the environmental setting

The manager’s role • Formal authority & status • Interpersonal roles • Informational roles • Decisional roles

The manager’s roles – interpersonal • Figurehead • Leader • Liaison

The manager’s roles – informational • Monitor • Disseminator • Spokesperson

The manager’s roles – decisional • Entrepreneurial • Disturbance handler • Resource allocator • Negotiator

Attributes & qualities of a management • Technical competence • Social & human skills • Conceptual ability

Figure 6.8 Situational management Source: Reproduced with permission from Hugo Misselhorn, The Head and Heart of Management, Management and Organization Development Consultants (2003), p.13.

Developing leadership Driving radical change Reshaping culture Dividing to rule Exploiting the organisation Achieving constant renewal Heller 7. Managing the motivators 8. Making team working work 9. Achieving total management quality 10. Keeping the competitive edge Ten key strategies for Europe’s managers of the future

Shared competitive agenda Values & behaviours Influence without ownership Competing for talent Speed of reaction Leveraging corporate resources Prahalad Six critical elements

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 Managers as dinosaurs

The individual management model (IMM)

Management and Organisational Behaviour 7th Edition