191 First Lecture

Welcome to multi-cultural 191, Introduction to Management B, 2012

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有朋自远方来，不亦乐乎？ 欢迎来到 STMG 191 的课堂！

珍惜当下 :-) Carpe Diem / Seize the Day

Management is a performance: let the play begin

All the world's a stage, And all the men and women merely players: They have their exits and their entrances; And one

man in his time plays many parts.

Welcome to your journey into the world of organisations and management

The journey not the arrival matters’T.S. Eliot.

‘Tell me and I forget. Show me and I remember. Involve me and I understand’

(Chinese proverb)

How do you learn best?

What do you want to get from this paper?

A pass? Pass well? Fail? Don’t know?To be challenged intellectually? Personal development?To become independently minded?To learn to think critically?To differentiate myself? Why should I want to

do this?To find out what ‘pushes your buttons’, what

route you might want to explore in your degree?

What do we want?

To get you interested in learning about organisations and management

To ‘press your buttons’To challenge youTo get you to think criticallyTo help you realise your potentialTo make it an enjoyable learning

experienceTo encourage you to ‘learn how to learn’

You already know a lot about the subject

Think about the organisations you have belonged to or currently belong to

What do they have in common?

How do they differ?

What is an organisation?

A collection of people working together to achieve a common purpose

Where people are able to accomplish more together than they could individually (achieve synergy)

Produce goods and/or services that, hopefully satisfy the needs of customers e. g. 191 is our organisation

Organisations do not simply exist to employ people!They also come in all shapes and sizes with a variety

of purposes - Red Cross, WMS, Hillcrest High, Hillcrest Bakery etc

What is management? Is it….

A Science: knowledge through disciplined exploration of that which is not clearly understood

Management utilises scientifically acquired knowledge to develop tools e.g. planning techniques

An Art: conceptualised a new idea or approach from personal insights

Difficult to conceptualize management as an ‘art’A Profession: Not a profession but some sub-

disciplines have a professional basis e.g. accountancyA Craft: Better thought of as a craft to be mastered

like pottery?

Management is….

“Getting things done through people”◦ An on-going activity that,◦ Entails goal attainment, and◦ Requires knowing how to perform the major

management functions e.g. planning◦ Often fragmented ‘messy’ and carried out

under pressure◦ Transforming resources◦ Needs ‘leadership’

How did management come about? Why is it important? A tale of three revolutions

The Agricultural Revolution in 16th century England

The Industrial Revolution in 18/19th century England and Europe

The Knowledge Revolution in 20th century, western developed nations e.g. USA

What kicked off the Management Revolution?: The Industrial Revolution

Power – water - then steam powerMechanisation – application of powerFactory system – large scale grouping of

peopleNeed for owners to put someone in charge –

to superviseBeginnings of modern management

But what is it that managers actually do?

Is managing contextual or is a universal activity i.e. the same in Auckland as Shanghai?

Does managerial work differ according to levels? e.g between senior or lower levels?

What are the major challenges facing managers in the 21st century?

The Management Process

Planning

Leading

Controlling Organising

The Traditional View of ManagingPlanning

◦ Setting goals and deciding on courses of action to takeControlling

◦ Evaluating how well goals are met and taking actions to correct deficiencies

Organising◦ Establishing a structure of working relationships that

coordinates individuals and groups in an effort to achieve goals

Leading◦ Envisioning, energizing, and enabling people to work

together to achieve goals

Raises more questions than answers….

What do these labels mean e.g. planning?Do all managers engage in all of these

activities or only some of them?Do managers at different levels engage in

more or less of these activities?Can the messy world of managing be neatly

compartmentalised under these headings?

Managing is ‘results-orientated’

Managers are concerned about:Effectiveness (goal attainment)

◦ measure of task output or goal accomplishment◦ direct line to ultimate customer service and

satisfactionEfficiency (input/output ratio)

◦ measure of the resource cost associated with goal accomplishment

◦ measure of outputs realised compared to inputs consumed

Management Roles [Mintzberg, 1980]

Role: a set of specific tasks a person performs because of the position she/he holds

Roles are directed inside as well as outside the organization

Interpersonal: leader, figurehead, liaisonInformational: monitor, disseminator,

spokespersonDecisional: entrepreneur, disturbance

handler, resource allocator, negotiator

Managerial Roles (Mintzberg)

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Figurehead

Leader

Liaison

Figurehead

Leader

Liaison

Monitor

Disseminator

Spokesperson

Monitor

Disseminator

Spokesperson

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Entrepreneur

Disturbance Handler

Resource Allocator

Negotiator

Interpersonal Informational Decisional

Interpersonal Roles

Roles managers assume to coordinate and interact with employees and provide direction to the organization

Figurehead role: symbolizes the organization and what it is trying to achieve

Leader role: train, mentor and motivate high employee performance.

Liaison role: link and coordinate people inside and outside the organization to help achieve goals

Informational Roles

Monitor role: seeks & analyses information from both the internal and external environment

Disseminator role: manager transmits information to influence attitudes and behaviour of employees

Spokesperson role: use of information to positively influence the way people in and out of the organization respond to it

Decisional Roles

Entrepreneur role: decides upon new projects or programs to initiate and invest

Disturbance handler role: assumes responsibility for handling an unexpected event or crisis

Resource allocator role: assigns resources between functions and divisions, set budgets of lower managers

Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders

Levels of Management

CEOGM

Plant MgrRegional Mgr

SupervisorDepartment Manager

Team Leader3

Top Level Management

Middle Level Management

First-LineManagement

Types of Managers

Top managers - conceptual skill emphasis:Ensure that major performance objectives are

established and accomplished in accordance with organization’s purpose

Responsible for performance of an organization as a whole or one of its significant parts

e.g. CEO, President, VP

(cont)

Middle managers - mixed skills emphasis:Report to top managers in charge of relatively

large departments or divisionsImplement complex projects that require

participation of persons from different parts of the organizations

e.g. Plant managers, division managers, sales managers, clinic directors, deans

(cont)

Team leader or supervisor – technical skills emphasisIn charge of a smaller work unity composed of

non-managerial workersensure that their work team or unit meet

performance objectives that are consistent with plans of middle and top management

e.g. team leader, supervisor, department head, unit manager

Management Skills & Competencies [Katz, 1974]

Technical: the ability to use specific knowledge, techniques, and resources in performing work.

Human: (Interpersonal): the ability to work with, communicate with, and understand others

Conceptual: the ability to visualise how each part of an organization fits and interacts with other parts to accomplish goals and objectives

Knowledge base: Can organizations rely on generic managers? [institutional knowledge]

Managerial Assumptions and Behaviours: Theory X and Y

Managerial beliefs which influence their style of managing

Assumptions about human behavior as well as what makes a business successful

Beliefs have consequences on how we manage others and the expectations they have of us

Theory X

Management's responsibility is to improve the company's "bottom line."

Employees are a resource to be used to meet this goal.

People are basically unwilling to work in the best interests of the company, cannot handle responsibility, and must be tightly controlled, prodded, and pressured to get their work done.

Theory Y

Management create conditions that enable employees to attain their own goals by working toward the goals of the organization.

Employees are inherently ready to accept responsibility, do a good job, and work in the best interests of the company.

Management's responsibility to create the conditions that allow employees to develop their fullest potential.

Challenges facing modern managers

Rapidly changing business environment e.g. the continuing recession

Technological change e.g. ‘Twitter’Developing skills needed e.g. managing

‘GEN-Yers’Time pressures Stress from pressure to achieve results

(cont)Ethical issues Climate changeGlobalisationImpact of technology Managing knowledgeDiversity in the workplaceSpeed of change & innovation