MB403 Principles of Management Week 2 C Clarke Hill Slides

7/29/2019 MB403 Principles of Management Week 2 C Clarke Hill Slides

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MB403 Principles ofManagement

What Managers Do


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Welcome to MBA403

Differing views of what managers do Fayol

Gulick

From the module text

From Henry Mintzberg


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Fayols view

Planning Organising

Coordinating

Commanding

Controlling

Fayol, H. (1949). General and Industrial Management, London: Sir Isaac Pitman and Sons.

(Originally published 1916.)


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Gulicks view - POSDCoRB

Planning

Organising

Staffing

Directing

Gulick, L.H., (1937). Notes on the Theory of Organization in L.H. Gulick and L.F. Urwick (eds.)

Papers on the Science of Administration, New York: Columbia University Press.

Coordinating

Reporting

Budgeting


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The module texts view

Planning

Organising

Influencing

Controlling

We can see where they got the idea!

All this happens to meet organizational goals


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From: Certo, C.C. and Certo S.T. (2009). Modern Management: Concepts and Skills, Upper Saddle river, NJ:

Pearsons/Prentice Hall, 11th edition.


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Planning


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Organising


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Influencing


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Controlling


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Levels of Management

First-line Managers: have direct responsibility for producing

goods or servicesForeman, supervisors, clerical supervisors

Middle Managers:

Coordinate employee activities

Determine which goods or services to provide

Decide how to market goods or services to customers

Assistant Manager, Manager (Section Head)

Top Managers:provide the overall direction of an organization

Chief Executive Officer, President, Vice President


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Skills Mix and Managerial Levels

From: Certo, C.C. and Certo S.T. (2009). Modern

Management: Concepts and Skills, Upper Saddle river, NJ:

Pearsons/Prentice Hall, 11th edition.


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Mitzbergs 10 roles1. FIGUREHEAD

2. LEADER

3. LIASION

4. MONITOR

5. DISSEMINATOR

6. SPOKESPERSON

7. ENTREPRENEUR

8. DISTURBANCE HANDLER9. RESOURCE ALLOCATOR

10. NEGOTIATOR

Mintzberg, H. (1973). The Nature of Managerial Work, New York: Harper & Row,

Interpersonal

Informational

Decisional


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Mitzbergs view 8 Managerial jobTypes1. Contact man Liaison, figurehead

2. Political manager Spokesperson, negotiator3. Entrepreneur - entrepreneur and negotiator

4. Insider - resource allocator

5. Real-time manager -disturbance handler

6. Team manager - leader

7. Expert manager monitor, spokesperson

8. New manager liaison, monitor


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Mitzbergs view13 propositions about management work

1. It involves a large volume of open ended

unrelenting work, with little free time.2. Managerial activities are brief, varied andfragmented.

3. The manager prefers brevity andinterruptions in his/her work.

4. The manger prefers the more activeelements of the job rather than paperwork

5. Verbal and written contacts are the mainpart of the managers work through, mail,

telephone conversation, unscheduledmeetings, scheduled meetings and tours (ofthe office/factory).

6. Mail receives only cursory treatment.

7. Telephone calls and unscheduled meetingsare used for speed by managers when theyknow the other party well.

8. Scheduled meetings take up more managerial

time than any other medium.9. Managers gain observational informationthrough tours (of the office/factory) but do notdo this frequently.

10. Liaison between the external and internal worldof the managers area are a significant andcomplex components of the managers time.

11. Subordinates generally consume one third toone half of the managers contact time.

12. The manger spends little time with his/hersuperiors.

13. The managers job reflects a blend of dutiesand rights.

Mintzberg, H. (1973)The Nature of Managerial Work New York: Harper & Row,


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Implications for SMEs(Small and Medium Sized Enterprises)

Florn and Tell suggest that only 7 of thepropositions apply fully to SMEs. They only

look at: 1, 2, 5, 8, 9, 10 and 11.

Florn, H. and Tell J., What do owner-managers in small firms really do? Replicating Choran, Mintzberg,

and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New

Zealand,28 September1 October 2003


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Implications for SMEsFlorn and Tell suggest that:

Under Proposition 1 : Small firm owner-

managers do not work evenings andweekends.

Their weekly working hours aremoderate.

They have free time for breaks duringtheir working day.


and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and NewZealand,28 September1 October 2003


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Implications for SMEsFlorn and Tell suggest that: Under Proposition 8 : Although Mintzberg anticipated that

small firm managers should engage to a lesser extent informal communication, which was born out in their finding,they also found that scheduled meetings rarely occur forowner-managers in small firms.

Under (Proposition 9) Time spent touring the factory ismore than twice as common for owner-managers in smallfirms than for managers in larger organisations.


and Kurke & Aldrich 16th Annual Conference of Small Enterprise Association of Australia and New

Zealand,28 September

1 October 2003


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Implications for not for profitorganisation

Often expected to berun like a business

Restrictions on funding

Often have external

strategy setting Customers are often

not those who pay

Often have political

interference


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Scanning Integrating

Sensing

Colla

borating

AlliancePartners

Suppliers

Competitors

CustomersExpanding Periphery

PermeableBoundaries

ShrinkingCore

COREBUSINESS

From: Gary Neilson, Ranjay Gulati and David Kletter. Organising for Success in the 21st Century, Booz Allen Hamilton 2002


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What AreManagerial Competencies?

Competency a combination of knowledge,

skills, behaviors, and attitudes that contribute topersonal effectiveness

Managerial Competencies sets of knowledge,

skill, behaviors, and attitudes that a person

needs to be effective in a wide range of positions

and various types of organizations


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Six Core Managerial Competencies:

What It Takes to Be a Great Manager

Communication Competency

Planning and Administration Competency

Teamwork Competency

Strategic Action Competency

Multicultural Competency

Self-Management Competency


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My strengths and weaknesses havent

changed a lot in 51 years. The importantthing is to recognize the things you dont do

well and build a team that reflects what you

know the company needs.

Anne Mulcahy, (former) CEO, Xerox

CEO, Xerox

Self-Management Competency

Documents

MB403 Principles of Management Week 2 C Clarke Hill Slides