191 first lecture
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First Day lectureTRANSCRIPT
Welcome to multi-cultural 191, Introduction to Management B, 2012
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有朋自远方来,不亦乐乎? 欢迎来到 STMG 191 的课堂!
珍惜当下 :-) Carpe Diem / Seize the Day
Management is a performance: let the play begin
All the world's a stage, And all the men and women merely players: They have their exits and their entrances; And one
man in his time plays many parts.
Welcome to your journey into the world of organisations and management
The journey not the arrival matters’T.S. Eliot.
‘Tell me and I forget. Show me and I remember. Involve me and I understand’
(Chinese proverb)
How do you learn best?
What do you want to get from this paper?
A pass? Pass well? Fail? Don’t know?To be challenged intellectually? Personal development?To become independently minded?To learn to think critically?To differentiate myself? Why should I want to
do this?To find out what ‘pushes your buttons’, what
route you might want to explore in your degree?
What do we want?
To get you interested in learning about organisations and management
To ‘press your buttons’To challenge youTo get you to think criticallyTo help you realise your potentialTo make it an enjoyable learning
experienceTo encourage you to ‘learn how to learn’
You already know a lot about the subject
Think about the organisations you have belonged to or currently belong to
What do they have in common?
How do they differ?
What is an organisation?
A collection of people working together to achieve a common purpose
Where people are able to accomplish more together than they could individually (achieve synergy)
Produce goods and/or services that, hopefully satisfy the needs of customers e. g. 191 is our organisation
Organisations do not simply exist to employ people!They also come in all shapes and sizes with a variety
of purposes - Red Cross, WMS, Hillcrest High, Hillcrest Bakery etc
What is management? Is it….
A Science: knowledge through disciplined exploration of that which is not clearly understood
Management utilises scientifically acquired knowledge to develop tools e.g. planning techniques
An Art: conceptualised a new idea or approach from personal insights
Difficult to conceptualize management as an ‘art’A Profession: Not a profession but some sub-
disciplines have a professional basis e.g. accountancyA Craft: Better thought of as a craft to be mastered
like pottery?
Management is….
“Getting things done through people”◦ An on-going activity that,◦ Entails goal attainment, and◦ Requires knowing how to perform the major
management functions e.g. planning◦ Often fragmented ‘messy’ and carried out
under pressure◦ Transforming resources◦ Needs ‘leadership’
How did management come about? Why is it important? A tale of three revolutions
The Agricultural Revolution in 16th century England
The Industrial Revolution in 18/19th century England and Europe
The Knowledge Revolution in 20th century, western developed nations e.g. USA
What kicked off the Management Revolution?: The Industrial Revolution
Power – water - then steam powerMechanisation – application of powerFactory system – large scale grouping of
peopleNeed for owners to put someone in charge –
to superviseBeginnings of modern management
But what is it that managers actually do?
Is managing contextual or is a universal activity i.e. the same in Auckland as Shanghai?
Does managerial work differ according to levels? e.g between senior or lower levels?
What are the major challenges facing managers in the 21st century?
The Management Process
Planning
Leading
Controlling Organising
The Traditional View of ManagingPlanning
◦ Setting goals and deciding on courses of action to takeControlling
◦ Evaluating how well goals are met and taking actions to correct deficiencies
Organising◦ Establishing a structure of working relationships that
coordinates individuals and groups in an effort to achieve goals
Leading◦ Envisioning, energizing, and enabling people to work
together to achieve goals
Raises more questions than answers….
What do these labels mean e.g. planning?Do all managers engage in all of these
activities or only some of them?Do managers at different levels engage in
more or less of these activities?Can the messy world of managing be neatly
compartmentalised under these headings?
Managing is ‘results-orientated’
Managers are concerned about:Effectiveness (goal attainment)
◦ measure of task output or goal accomplishment◦ direct line to ultimate customer service and
satisfactionEfficiency (input/output ratio)
◦ measure of the resource cost associated with goal accomplishment
◦ measure of outputs realised compared to inputs consumed
Management Roles [Mintzberg, 1980]
Role: a set of specific tasks a person performs because of the position she/he holds
Roles are directed inside as well as outside the organization
Interpersonal: leader, figurehead, liaisonInformational: monitor, disseminator,
spokespersonDecisional: entrepreneur, disturbance
handler, resource allocator, negotiator
Managerial Roles (Mintzberg)
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Figurehead
Leader
Liaison
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Monitor
Disseminator
Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Interpersonal Informational Decisional
Interpersonal Roles
Roles managers assume to coordinate and interact with employees and provide direction to the organization
Figurehead role: symbolizes the organization and what it is trying to achieve
Leader role: train, mentor and motivate high employee performance.
Liaison role: link and coordinate people inside and outside the organization to help achieve goals
Informational Roles
Monitor role: seeks & analyses information from both the internal and external environment
Disseminator role: manager transmits information to influence attitudes and behaviour of employees
Spokesperson role: use of information to positively influence the way people in and out of the organization respond to it
Decisional Roles
Entrepreneur role: decides upon new projects or programs to initiate and invest
Disturbance handler role: assumes responsibility for handling an unexpected event or crisis
Resource allocator role: assigns resources between functions and divisions, set budgets of lower managers
Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders
Levels of Management
CEOGM
Plant MgrRegional Mgr
SupervisorDepartment Manager
Team Leader3
Top Level Management
Middle Level Management
First-LineManagement
Types of Managers
Top managers - conceptual skill emphasis:Ensure that major performance objectives are
established and accomplished in accordance with organization’s purpose
Responsible for performance of an organization as a whole or one of its significant parts
e.g. CEO, President, VP
(cont)
Middle managers - mixed skills emphasis:Report to top managers in charge of relatively
large departments or divisionsImplement complex projects that require
participation of persons from different parts of the organizations
e.g. Plant managers, division managers, sales managers, clinic directors, deans
(cont)
Team leader or supervisor – technical skills emphasisIn charge of a smaller work unity composed of
non-managerial workersensure that their work team or unit meet
performance objectives that are consistent with plans of middle and top management
e.g. team leader, supervisor, department head, unit manager
Management Skills & Competencies [Katz, 1974]
Technical: the ability to use specific knowledge, techniques, and resources in performing work.
Human: (Interpersonal): the ability to work with, communicate with, and understand others
Conceptual: the ability to visualise how each part of an organization fits and interacts with other parts to accomplish goals and objectives
Knowledge base: Can organizations rely on generic managers? [institutional knowledge]
Managerial Assumptions and Behaviours: Theory X and Y
Managerial beliefs which influence their style of managing
Assumptions about human behavior as well as what makes a business successful
Beliefs have consequences on how we manage others and the expectations they have of us
Theory X
Management's responsibility is to improve the company's "bottom line."
Employees are a resource to be used to meet this goal.
People are basically unwilling to work in the best interests of the company, cannot handle responsibility, and must be tightly controlled, prodded, and pressured to get their work done.
Theory Y
Management create conditions that enable employees to attain their own goals by working toward the goals of the organization.
Employees are inherently ready to accept responsibility, do a good job, and work in the best interests of the company.
Management's responsibility to create the conditions that allow employees to develop their fullest potential.
Challenges facing modern managers
Rapidly changing business environment e.g. the continuing recession
Technological change e.g. ‘Twitter’Developing skills needed e.g. managing
‘GEN-Yers’Time pressures Stress from pressure to achieve results
(cont)Ethical issues Climate changeGlobalisationImpact of technology Managing knowledgeDiversity in the workplaceSpeed of change & innovation