SYLLABUS CONTENTS

1. INTRODUCTION TO MANAGEMENTPROFESSORAlexandra FernandesOBJECTIVES/AIMSThis course is proposed for students who are undertaking their first systematic exposure to the study of management.

2. I. Managing in organisations 1. Management and organisations 2. Specialisation between areas of management 3. Tasks of management process 4. Management and its context SYLLABUS CONTENTS

3. II. Theories of management 1. The competing values framework 2. Rational goal models 3. Internal process models 4. Human relations models 5. Open systems modelsIII. The business environment 1. The competitive environment 2. The general environment3. The stakeholder analysis4. Ethics and corporate responsibility

4. IV. Planning and decision making 1. Types of plans and purposes of planning 2. Mission, objectives and actions 3. Implementing and monitoring plans 4. Types of decisions and making decisions 5. The strategy process V. Structures 1. Creating the vertical and the horizontal structure 2. Mechanistic and organic structures 3. Contingencies and the choice of structure

5. VI. Leading and motivation 1. Sources of power and influencing process 2. Models of influence 3. A model of motivation at work 4.Theories of motivation (content/process) VII. Controlling 1. Control as a management function 2. The control process and types of control 3. Managerial approaches to implementing controls

6. REFERENCESDavid, Boddy (2011) Management: An introduction, 5th Edition, Prentice Hall EditionRobbins, S., Coulter, M. (2003), Management, 7th Edition, Prentice Hall EditionBartol, Kathryn M., Martin, David C. (1994), 2nd edition, McGraw Hill Edition

7. ASSESSMENTDuring the leaning-teaching term, there will be the following grading instruments (0 to 20 points): 1. with a weight of 35% in the final classification:a) Participation in the class b) Attendance and punctualityc) Reports (group) d) Oral presentations

8. ASSESSMENT2. 9 Quizzes (15%)3. Short mid-term test (10%)4. The final test will have a weight of 40% in the final grade. The test mark must be at least 8.

9. ASSESSMENTThis grade presupposes a student’s attendance (and punctuality) of 80% or above. Otherwise the student will have a final exam that will have a weight of 100% in the final grade.Students that have obtained a final classification above 8 points but lower than 10 points, will have to do an oral examination.

10. ASSESSMENTThe students who have a final grade above 16 points will have to do an oral examination, in order to defend the grade obtained. If the student does not show up at that oral examination, her/his final grade will be 16 points.

11. Chapter 1 : Managing in organisationsContents Management and organisation Meanings of management Levels and areas of management Four functions of management The context of management Critical thinking.

12. Management and organisation • A world of managed organisations on whichwe depend • Management is to create organisations thatwork – that add value to resources they use • “Value” is subjective – value to A may bewaste to B • Why else do people create organisations?

13. Management and organisation • By organization, we mean two or more people engaged in a systematic effort to produce goods or services.

14. Management and organisation • It is important to stress that the management process applies not only to profit making organizations but also to not-for-profit organizations. • A not-for-profit organization (sometimes called a nonprofit organization) is an organization whose main purposes center on issues other than making profits.

15. Functions of organisations • Create value, wealth and human well-being (by providing goods and services that people value) • Articulate and implement ideals (charities, protests groups, political parties) • Gain power to protect sectional interests (trade unions, professional associations) • Give people work, status, social contact (any long-lasting and respected organisation).

16. TWO PERFORMANCE DIMENSIONS Efficiency= making best use of resources in achieving goals Effectiveness= choosing effective goals and achieving them People Money Machines Materials Doing things right Doing the right things

17. Management as a generalhuman activity • When people take responsibility for an activity • “Getting things done with the aid of people and other resources” • “Management” and “work” combined This covers many human activities: domestic, voluntary, creative, business

18. What is management? • It is the activity of getting things done with the aid of people and other resources. • Resources: “doing the things right”. Obtain the maximum output with minim “input” (produtivity). • Goals: “doing the right things”. Doing the activities to attain the goals.

19. What is a manager? • A manager is someone who gets things done with the aid of people and other resources. • Managerial jobs vary somewhat on the basis of two important dimensions:

20. What is a manager? • Vertical dimension, focusing on different hierarchical levels in the organizations. • Horizontal dimension, focusing variations in managers’ responsibility areas. Namely, engineering, accounting, finance, human resources.

21. What is a manager? • First-line managers – Are managers at the lowest level of hierarchy who are directly responsible for the work of operating employees (goods/services). • Middle managers – Are managers located under the top levels of hierarchy who are directly responsible for the work of managers (other middle managers or first-line managers).

22. What is a manager? • Top managers – Are managers at the very top level of hierarchy who are ultimately responsible for the entire organization.

23. Top Middle-Line First-Line RH Fin. Account. Engin. R&D Figure 1.1 Two important dimensions of managerial jobs

24. PLANNING CONTROLLING ORGANIZING LEADING FOUR FUNCTIONS OF THE MANAGERIAL PROCESS

25. Four Functions of Management: • Planning is the management function that involves setting goals and deciding how best to achieve them (overall direction of work). • Organizing is the management function that focuses on allocating and arranging human and nonhuman resources so that plans can be carried out successfully (allocating resources, time, effort).

26. Four Functions of Management: • Leading is the management function that involves influencing others to engage in the work behaviors necessary to reach organizational goals (generating effort and commitment towards objectives).

27. Four Functions of Management: • Controlling is the management function aimed at regulating organizational activities so that actual performance conforms to expected organizational standards and goals (monitor progress, compare with plan, adjust if needed).

28. For managers to develop work, they need to have a knowledge base and key management skills. A knowledge base caninclude information about an industry and its technology, company policies and practices, company goals and plans, company culture, the personalities of key organization members, and important suppliers and customers.

29. A skill is the ability to engage in a set of behaviors that lead to a desired performance level in a given area. Technical skills are skills that reflect both an understanding of and a proficiency in a specialized field. Human skills are skills associated with a manager's ability to work well with others, both as a member of a group and as a leader who gets things done through others.

30. Conceptual skills are skills related to the ability to visualize the organization as a whole, discern interrelationships among organizational parts, and understand how the organization fits into the wider context of the industry, community, and world.

32. Influencing through theprocess of managing • Rosemary Stewart (1967) wanted to answer the question: – What are managers’ job like? 36% on paperwork 43% in informal discussion 21% on formal meetings, telephoning and social activities Interrupted, fragmented, diverse

33. Influencing through theprocess of managing • Mintzberg (1973) used structured observations to gather data on how managers spent their time (though from only five chief executives). • Despite this limitation others have supported Mintzberg’s main conclusion.

34. MANAGERIAL ROLES

35. Influencing through theprocess of managing • Mintzberg identified ten management roles, in three groups • Informational, managing depends on obtaining information about external and internal events, and passing it to others • monitor, disseminator, spokensperson.

36. Influencing through theprocess of managing • The monitor role involves seeking out, receiving and screening information to understand the organization and its environment. • In the disseminator role the manager shares information by forwarding reports, passing on rumors or brief staff. • As a spokesperson the manager transmits information to people outside the organization.

37. Influencing through theprocess of managing • Interpersonal roles arise directly from a manager’s formal authority and status, and shape relationships with people within and beyond the organization • figurehead, leader, liaison

38. Influencing through theprocess of managing • In the figurehead role the manager is a symbol, representing the unit in legal and ceremonial duties such as greeting a visitor, signing legal documents. • The leader role defines the manager’s relationship with people, including motivating, communicating... • The liaison role focuses on contacts with people outside the immediate unit (ex. clients, costumers).

39. Influencing through theprocess of managing • Decisional, managing depends on decision making • entrepreneur, disturbance handler, resource allocator, negotiator.

40. Influencing through theprocess of managing • In the entrepreneurial role managers demonstrate creativity and initiative change. • Managers play the disturbance-handler role when they deal with problems and changes that are unexpected. • The resource-allocator role involves amongst demands for money, equipment, personnel and other resources. • The negotiator role managers seek agreement with other parties on whom they depend.