1

What is an organisation?

Distinct Purpose

People

Design

Structure

A deliberate design structure of peopleassignment to accomplish a distinctpurpose

Set of Goals

Accomplished by

Assigned to

represents

Review Q1What are the 3 unique characters of an organisation?

Critique1. What defines the nature of an organisation?

2. How is the nature of organisations changing?

2

The Changing Nature of Organisations

Distinct Purpose

People

Design

Structure

ExamplesPurpose changes

• Dynamic product & service lines• Market needs / wants changes• Operating Modes• Knowledge & Skills

Structure changes• Onsite Vs Off-site assignments• In-house Vs Outsourced/contract staffing• Project team Vs Job Positions

People changes• Capability specialisation• Workforce conditions & compensations• Job security• Organisation loyalty

3

Who are Managers?

Someone who skilfully coordinates& oversees other people work andcontribute to the achievement ofspecific organisational goals

Also involves the ability tocoordinate the use, production andquality control of resources andinformation in work processes.

4

Organisation Levels of Managers

Other employees

First line managers

Middle Managers

Top ManagersTop Managers

{Board of Directors or Advisory Committee}

Portfolio Managers

Program Managers

Project Managers

Project Managers

5

What is management (work)?

Source: hersheytech.com

Controlling inputs, processes and outputs to ensure1. Planned inputs = Actual consumptions2. Planned process schedules = Actual process schedules3. Planned outputs = Actual products & services

1. Acquire Resources

2. Specify output requirements

3. Control Risks & Issues

• Track I/P/O Variances

• Report Variances

• Close or Accept Variances

Ensuring Work

Efficiency – the

means of getting work

done in on time and

meeting budget

Ensuring Work

Effectiveness – the

end results meet

design specifications

and customer

needs/wants

6

Why is Efficiency & Effectiveness Important to Managers?

Ensuring Work

Efficiency – the

means of getting work

done is on time and on

budget

Ensuring Work

Effectiveness – the

end results meet

design specifications

and customer

needs/wants

LEAST FOR MORE Performance

1. Minimum Input & Time

2. Maximum Outcome qualityand/or quality

Organisational Goals

Achieves

• Efficiency is getting the most output from the least amount of inputs in order to minimise resource costs. Efficiency is often referred to as ‘doing things right.’

• Effectiveness is completing activities so that organisational goals are attained and is often described as ‘doing the right things’.

7

Understanding Efficiency & Effectiveness

Planned Inputs = Resources XYZPlanned Process Schedules = Datelines ABCPlanned Output = Tree-swing products

Actual Inputs = Resources XYZ

Actual Process Schedules = Datelines ABC

Actual Output = Tree-swing products

Source: http://www.eweek.org/site/news/eweek/2008_marathon/media/Lotringer_Matthews.ppt

8

Textbook’s Version of Manager’s Job

What is the job responsibility?

Ensure

Resource Usage

Efficiency

Goal Achievement

Ensure

Goal Achievement

Effectiveness

EnsureEnsure

Goal Achievement

Sustainability+21st Century Add-ons

Economic

Benefits

Social

Benefits

Environment

Benefits

Least for MoreGoal driven Outcomes

Least for More Permanence of

Goals’ Resulting Benefits

9

What are the 4 Fayol’s Management Functions?

Planning

Organise

Lead

Control

Strategy plansOperating plansOrg project plans

What to do?How to do?When to do?Who is doing?

MotivateLead by ActionsLead by Results

Assure & ensurePLANNED = ACTUALSOr revise PLANNED criteria

10

What are the Mintzberg’s 10 managerial roles?

Managing People

Managing

Products

& Services

Managing

Places

Managing

ICT

&

E-Channels

Making

Decisions

Interpersonal roles1. Figurehead2. Leader3. Liaison

Information roles4. Monitor5. Disseminator6. Spokesman

Decisional roles7. Entrepreneur (Innovator)

8. Disturbance (Risks) Handler9. Resource allocator (Procurer)

10. Negotiator

These Solutions Those Solutions

Evaluating capability• Self reflection of decisions & actions• Improvement gaps analysis

11

What are the Katz’s Management Skills?

Degree of Importance

Top /ExecutiveManagers

Middle Managers

Lower LevelManagers

Technical

Skills

Human Skills

Conceptual

Skills

Know HOW?

Know WHO?

Know WHAT?

WHERE?WHEN?WHY?

IdeasIdeasConceptsVisionsGoals

CommunicateCommunicateMotivate

TrustLead

MethodsMethodsTechniquesProcedures

Models

Directions Resolve/Will Actions

Org Size

Degree of Skills Specialisation

12

Is the manager’s job universal?

Organisation/Job Level

Leading Control Planning Organising

Q. Is the manager’s job different in various org levels?

1. All managers perform essentially the samefunctions.

2. The differences are of degree and emphasis,not of function.

For example, lower-level managers emphasiseleading while upper-level managers spend more oftheir time planning, organising and controlling.

13

Is the manager’s job universal?

Top /ExecutiveManagers

Middle Managers

Lower LevelManagers

Technical

Skills

Human Skills

Conceptual

Skills

Yes Yes Org Type

Q. Is the manager’s job different in various org types (sectors)?

1. For the most part, the manager’s job is the same

in both profit and not-for-profit organisations.

2. The most important difference is the way

performance is measured.

14

Is the manager’s job universal?

High

Medium

Low

Resource Allocator

Liaison

Monitor

Risks Handler

Negotiator

Entrepreneur

Spokesperson

Entrepreneur

Figurehead

Leader

Disseminator

SME Large Institutions

Paolillo’s Manager’s Self Assessments of Roles, 1984

Q. Is the manager’s job different in a small organisation than in a large one?

1. Managers in small businesses tend to emphasise the

spokesperson role and to be generalists.

2. A small business is defined as any independently

owned and operated, profit-seeking enterprise that has

fewer than 20 employees.

3. Also, the formal structure and nature of a manager’s job

in a large organisation is replaced by more informality in

a small firm.

15

Is the manager’s job universal?

When managers work in different countries, they often

need to modify their managerial practices.

The choice of taking a global, transnational or localised

strategies can also influence the transferability of

management jobs

Q. How globally transferable is a manager’s job?

Globalisation Maturity

Common PracticesDifferent Practices

16

How is the manager’s job changing?

Global & Local

Security

Risks

Social,

Governance

Responsibilities

ICT

Advancements

Competition

Drivers

Climate Change

& The Planet

Knowledge Workers

Informed Customers

Anywhere anytime

Virtual Workforce

Risks Management

Health & Safety

People well being

Community Dev

Corporate Governance

Market Drivers

Customer Needs/Wants

Carbon neutral

Water & Energy efficient

Recycling

Managers are required to manage internal & external change drivers aspart of coordinating and overseeing people work to achieve goals.

They address matters of global warming and climate change, securitythreats, corporate ethics scandals, global economic and politicaluncertainties, and technological advancements, change is constant.

17

Why study management?

The University of Management Work - the certaintythat management is needed in all types and sizes oforganisations, at all organisational levels, and in allorganisational work areas, regardless of the countryin which the organisation is located.

Everyday requirement

Everyone’s Life Impact

Supplier Customer

Differentiate between

GOOD & BAD

management early

The Reality of Work – be managed or manage.

Manager Subordinate

Managing yourself (& others) – acquire life skills in planning, organisation, leadership & control skills –

take charge from concepts to achievements

Work Smarter Work Harder

18

What are 21st century Management Issues?

• Workforce diversity and inclusion – women & gay discrimination issues in some org / countries

• Managing globally across different locations

• Managing for sustainability – contributing too People well being and health inside & outside the

organisationo Planet – ecosystems inside & outside the

organisationo Governance – exercising responsibilities via

transparent engagement, decisions & reporting

19

Thinking Critically About Management Concepts

1. Who is your interviewee? Is he/she a manager – use Fayol’sfunctions, Mintzberg’s roles 7 Katz skills to determine your answer

2. ‘The manager’s most basic responsibility is to focus people towards performance of work activities to achieve desired outcomes.’ What is your interpretation of this statement? Do you agree with this statement? Why or why not?

3. Why do you think the skills of job candidates have become so important to employers? What are the implications for (a) managers in general, and (b) you personally?

4. Is there one best ‘style’ of management? Why or why not?

5. What characteristics of new organisations appeal to you? Why? Which do not? Why?

6. In today’s environment, which is more important to organisations – efficiency or effectiveness? Explain your choice.

7. Can you think of situations where management does not matter to organisations? Explain.

8. ‘Management was, is and always will be the same thing: the art of getting things done.’ Do you agree with this statement? Why or why not?

20

Food for Thought

Someone who skilfully coordinates& oversees other people work andcontribute to the achievement ofspecific organisational goals

Also involves the ability tocoordinate the use, production andquality control of resources andinformation in work processes.

Orchestrate your career path to decide whatorganisation whatsorts

Orchestrate your career path to decide whatorganisation goals @ what org level & whatsorts of people you want to manage

Orchestrate your career path to decide whatorganisation whatwork

Orchestrate your career path to decide whatorganisation goals @ what org level & whatwork functions you want to manage