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Strategic Leadership and Management Skills Lecture 1 Introduction
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- 1. PGDBA 101Strategic Leadership and Management SkillsTOPIC 1:
INTRODUCTION TOMANAGEMENTDR DOUG NISBET
- 2. Learning Objectives To understand the input-output model and
the internal andexternal environments of a business organisation;
To be aware of the different types and legal forms ofbusiness
organisation and their benefits and drawbacks To understand the
various roles within management To understand the management tasks
ofplanning, organising, leading and controlling and how thesecan be
achieved through the various dimensions of internaland external
context.
- 3. A Model of Business Management Environment
- 4. The Input-output Model Add Value TransformationInput Output
Process Create Waste
- 5. Classifying Businesses Size Small, medium, large Type of
Industry Primary, secondary, tertiary Sector Private, public Legal
Status Sole trader, partnership, limited company For information
and statistics about Ugandan Business follow this link to the
Ugandan Bureau of Statistics website( if you based in another
country search for an equivalent site): http://www.ubos.org
- 6. Legal Forms of Business Private Sector Sole Trader
Partnership Limited Companies Private (Ltd) Public (Plc)
Co-operative Societies - Uganda Co-operative Alliance -
http://www.uca.co.ug
- 7. Franchising, Licensing and Joint Ventures Franchising: is an
arrangement where one party (the franchiser) sells the right to
another party (the franchisee) to market its product or service;
Franchise Expo: http://www.franchiseexpo.co.uk/ The Franchise
Business: http://www.franchisebusiness.co.uk/ Franchise Direct
(Ugandan Franchises):
http://www.franchisedirect.com/internationalfranchises/uganda/217/
The UK Franchise Directory:
http://www.theukfranchisedirectory.net/match/franchises.php?gclid=CKKD5-
2WuqYCFYUe4Qoden-FHA Licensing: is a firm in one country (the
licensor) that authorises a firm in another country (the licensee)
to use its intellectual property (e.g. patents, copyrights, trade
names, know-how) usually in return for royalty payments. Joint
Venture: is a jointly owned and independently incorporated business
venture involving more than one organisation; ranges from two
companies joining together in the same domestic market, to joint
private/public sector ventures between participants from different
countries.
- 8. Public Sector OrganisationsPublic sector organisations:
Central government departments (e.g. departments in charge of
pension, education, healthcare, defence, transport, etc.); Local
authorities; Non-departmental public bodies or quangos (e.g. Uganda
Wildlife Authority); Central government trading organisations (e.g.
Posta Uganda) http://www.ugapost.co.ug/ Public corporations (e.g.
Uganda Printing and Publishing Corporation http://www.uppc.co.ug/
Public Service Commission (Uganda): http://psc.go.ug/ Ministry of
Public Service (Uganda): http://www.publicservice.go.ug/
- 9. Public Corporations Public corporations: Are statutory
bodies, incorporated (predominantly) by a special Act of
Parliament; They have a separate legal identity from the
individuals who own them and run them. They are governed by the
government department which oversees its operations. Nationalised
Industry: Private companies taken into state ownership Privatised
state industries: Are those industries that were turned into public
limited companies. Examples in Uganda included Ugandan Airlines
privatisation which was not a success and National Insurance
Corporation (NIC) Golden share: Government influence in public
corporations,
- 10. Legal Structures - implications Implications in private
sector: The degree of personal control over operational and
strategic business decisions; The degree of personal liabilities;
The degree of power and/or autonomy in decision making; The cost of
establishing the business; The legal requirements concerning the
provision of public information; The taxation position; Commercial
needs, including access to capital; Business continuity.
- 11. Functional Specialisation in Management Company Managers
Chief Executive Officers (CEO); Managing Director; Proprietor
General Managers Subsidiary; Division Functional Managers Line
Managers (branch; team; department) Staff Managers (HR; Accounts;
Safety: Purchasing ) Project Managers Cross-functional teams
- 12. Management Hierarchies Operators Supervisors First Line
Managers Middle Managers Senior Managers Directors
- 13. Influencing - Mintzberg MonitorInformational Disseminator
SpokespersonInterpersonal Figurehead Leader Liaison Entrepreneur
Decisional Disturbance handler Resource allocator Negotiator
- 14. Managing Tasks
- 15. Internal Context (or Environment)
- 16. Critical ThinkingCritical thinkinginvolves our recognising
the assumptions underlying our beliefs and behaviours. It means we
can give justifications for our ideas and actions. Most, important,
perhaps it means we try to judge the rationality of these
justification..by comparing them to a range of varying
interpretations and perspectivesSOURCE: Brookfield (1987) in Boddy
(2011), p26.
- 17. Process of Critical Thinking ANALYSIS Identifying and
challenging assumptions Recognising the importance of context
Imagining and exploring alternatives Seeing limitations SYNTHESIS
Making conclusions Decision-making
- 18. Recommended TextsBODDY, D (2011) Management an introduction
(5th Edition) Harlow:Prentice Hall Chapter 1WORTHINGTON, I and
BRITTON, B (2009) The Business Environment (6th Edition)
Harlow:Prentice Hall Chapters 10, 11, 12