Falkné dr. Bánó Klára

BGF Külkereskedelmi Főiskolai Kar Alkalmazott Kommunikáció Tanszék

Falkne.dr.BanoKlara@kkfk.bgf.hu

falk.cs@t-online.hu

What is management ? An Outline of the History of Management Thought

What is management?

Management is both an art and a science. It is a combination of both innate qualities, and educationand training. The nature of management is variable.It relates to all activities of the organisation and isdone at all levels.Management is an integrating activity which

permeates all other aspects of the organisation.

What are Organisations?

Which of the following would you call an organisation?

• a chemical processing company• a baby sitting circle• the Kovács family• The Budapest Business School• a South-American tribe• St István hospital• a skinhead gang

Organisations

…’are social arrangements for the controlledperformance of collective goals.’ (Buchanan)

-Social arrangements: organisations are collectionsof people who interact with each other because oftheir common membership of a particular group.-they need collective goals: organisations exist where individuals acting alone cannot achieve goalsconsidered worth pursuing.

Organisations

-controlled performance: organisations areconcerned with performance in the pursuit of theirgoals.-leads to the division of labour

The preoccupation with performance and the needfor control distinguish organisations from otherforms of social arrangements.

An organization - summary

…is ‘a collection of interacting and interdependent individuals who work towardcommon goals and whose relationships aredetermined according to a certain structure.’

(Duncan)

What is management?

Management is a generic term and subject to manyinterpretations. Our concern is with management asinvolving the exercise of formal authority over thework of other people. We regard it as being:• within a structured organisational setting;• directed towards aims and objectives;• achieved through the efforts of other people;• and using systems and procedures.

Management and Managers

Managing means leading, making things happenthrough people: this is relevant to all levels ofmanagement, not just the top management.

Managers are judged not just on their ownperformance but on the results achieved bysubordinate staff.

The manager’s ten roles (H. Mintzberg)

The manager’s ten roles

Interpersonal:Figurehead – symbolic head, needs to perform legal

or social routine duties – ceremony, status requestsLeader – responsible for the motivation and

activation of subordinates, staffing, training, all managerial activities involving subordinates

Liaison – maintains network of outside contacts and informers, external board work, other activities involving outsiders

The manager’s ten rolesInformational:Monitor - seeks and receives special info to develop full

understanding of org and environment, nerve centre of internal and external info, handling all mail and contacts (e.g. periodical news)

Disseminator - transmits info to members of the org, interprets, integrates, forwarding mail into org, info flow to, verbal contacts with subordinates

Spokesperson - transmits info to outsiders on org plans, policies, actions (e.g. board meetings)

The manager’s ten rolesDecisional:Enterpreneur – searches environment for opportunities,

initiates improvement projects to bring about change (e.g. strategy and review sessions)

Disturbance Handler – responsible for corrective action when org faces unexpected disturbances and crises

Resource Allocator – responsible for the allocation of all org resources; scheduling, requests for authorisation, approving, budgeting, programming subordinates work

Negotiator – representing the organisation at major negotiations

Five elements of the managerial activity(H. Fayol)

• Planning (from French prevoyance= to foresee, including forecasting)-examining the future, deciding what needs to be achieved and developing a plan of action.

• Organising- providing the material and the human resources and building the structure to carry out the activities.

•

Five elements of the managerial activity

• Command- maintaining activity among personnel, getting optimum return from employees in the interest of the org.

• Coordination- unifying and harmonising all activities.

• Control- verifying that everything is in accordance with plans, instructions, established principles and command.

Summary of the nature of managerial work

Five dimensions of the manager’s job (Torrington, Weightman)

The work of a manager - the environmental setting

Summary: Management

is a set of activities, including planning anddecision making, organizing, leading andcontrolling, directed at an organization’shuman, financial, physical, and informationresources, with the aim of achievingorganizational goals in an efficient andeffective manner.

(R.Griffin)

Management as a Social ProcessBrech identifies four main elements of management:

Planning- determining the broad lines for carrying outoperations, preparing methods by which they arecarried out and setting standards of performance.

Control- checking actual performance againststandards to ensure satisfactory progress.

Management as a Social Process

Co-ordination- balancing and maintaining the team by ensuring a suitable division of work.

Motivation- or inspiring morale. Getting membersof the team to work effectively, to give loyalty to thegroup and to the task.This general inspiration is a process of supervisionor leadership.

Management thinking

Summary of Management theories