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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