mngt lecture1
TRANSCRIPT
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Prof. Bernard HonSchool of Engineering
Introduction to ManagementMNGT105
Module Aim
The aim of the module is to introduce modernconcepts and principles underlying theorganisation and management of a manufacturingbusiness.
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Module Outline
The nature of management.
The evolution of management theory.
Origin and development of organisation conceptsand structures.
Roles of shareholders, directors, managers, tradeunions and employees.
Characteristics of new organisations.
Organisational effectiveness.
Assessment
100% by examination.
Multiple choice questions only.
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Learning Outcomes
An appreciation of the importance of the practice andthe study of management.
An understanding of the evolution of managementtheory.
The development of a basic awareness of organisational/business structures and managementsystems.
An appreciation of the functional roles in a typical
manufacturing business.An appreciation of the key technological and externaleconomic/social drivers in corporate strategy.
An understanding of how organisationaleffectiveness is established.
The nature of management management defined,managerial functions and roles. The importance andrelevance of studying management.
The evolution of management theory the universalprocess approach, scientific management, behaviouralapproaches, systems theory and sub-optimisation,contingency management, attributes of excellence,empirical studies, business process re-engineering.Comparative analyses. Modern day problems and theapplication of theory to modern practice.
Syllabus
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Origin and development of organisation concepts andstructures definitions, common characteristics of organisations, types of structure, main forms of businessorganisation. The structure of a typical manufacturingorganisation.
Roles of shareholders, directors, managers, trade unions,employees. Overview of the roles of the main functional areas.Case studies and examples.
Characteristics of new organisations. The changing workplace environmental factors, globalisation, technology. Eliminationof waste. Corporate strategy.
Organisational effectiveness multi-dimensional performancemeasurement, efficiency and productivity, focus on customer.Use of Teams. Business restructuring.
Syllabus
References
Kreitner, R., Management, South Western College,2008
Mullins, L.J., Management and OrganisationalBehaviour, Financial Times/ Prentice Hall, 2010
Koontz, H., ODonnnell and Weihrich, H.,Essentials of Management, McGraw-Hill, 1986
Daft, R.L., Murphy, J., Willmott, H., OrganisationTheory and Design, Cengage, 2010
Management books in Sidney Jones Library HD.31
Management books in Harold Cohen Library 65.01
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Management is the art of getting other people to do all the work
(Anon.)
Over simplified and too cynical
Outdated view that prevailed in the 19th / early 20thcentury
Modern social and psychological trends in the workplace have made this view redundant
Modern management is a recognised professionaldiscipline in its own right!
Why bother!
Management is simply common sense!
Yes - but people often dont behave sensibly !!!
The evolution of regulatory frameworks requiresystematic management which has to be learnt.
It prepares you for situations you will encounter in theworkplace.
You will be a manager or you will be managed!
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Definition of Management
Management is the process of working with andthrough others to achieve organisationalobjectives in a changing environment. Central tothe process is the effective and efficient use of resources and the ability to respond to change.
Kreitner, 2008
Effectiveness and Efficiency
Simplistic differences: Effectiveness means doingthe right thing. Efficiency means doing the thing
right.Effectiveness: achieving a stated organizationalobjective promptly. Managers are heldresponsible for attaining objectives.
Efficiency: balancing the amount of resourcesused to achieve an objective. Managers must notwaste scarce and costly resources.
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Management Quotes - 1
Surround yourself with the best people you can find, delegate authority, and don't interfere.
Ronald ReaganUS President 1981-89
Management Quotes - 2
The productivity of work is not the
responsibility of the worker but of the manager
Peter F. Drucker Management Guru
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Management Quotes - 3
You can't build a strong corporation with a lotof committees and a board that has to beconsulted every turn. You have to be able tomake decisions on your own.
Rupert MurdochFounder of News Corporation
Four Realities of Managing Today
The only certainty today is change .
Speed, teamwork, and flexibility are the orders of the day.
Managers at all levels need to stay close to thecustomer.
Without continuous improvement and lifelong learning , there can be no true economic progress.
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Key Aspects of the Management Process
Working with and through others.
Achieving organisational objectives.
Balancing effectiveness and efficiency.
Getting the most out of limited resources.
Coping with a changing environment.
Henri Foyal
proposed that there are six primary functions of management and 14 principles of management:
forecastingplanning
organizing
commanding
coordinating
controlling
Henri Foyal1841-1925
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Plans Planning
What, when, andhow thingsshould beaccomplished inview of theorganizationscapabilities andenvironmentaluncertainties.
Sets the stagefor all other managementfunctions byestablishingpurpose anddirection.
Organizing Staffing ControllingCommunicating Motivating &Leading
Designing
flexible authorityand responsibilitynetworks
Filling jobs withappropriatelyskilled people.
Making sure
individualsunderstand andcarry out their organizationalroles
Gettingindividuals topursue collectiveobjectivesthroughsatisfying needsandexpectations, jobredesign,participation andinfluenceprocesses
Comparingactualperformance withplans and takingnecessarycorrective action.
Management functions Conceived of by
Henri Fayol in 1916
Managing for effectiveness and
efficiency
Controlling Planning
DecisionmakingLeading
Motivating Organising
Communicating Staffing
Identifiable Functions in the ManagementProcess
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Managerial Functions
Planning Deciding on the broad scope of activity
Decision making Choosing the right approach
Organising Formal structure, informational,authority
Staffing Recruiting, training and environment
Communicating Setting and changing priorities
Motivating Setting and meeting expectationsLeading Role model and delegation
Controlling Comparing outputs with objectives
Mintzbergs Managerial Roles
FigureheadLeader InterpersonalLiaisonMonitor Disseminator InformationalSpokespersonEntrepreneur Disturbance handler Resource allocator Negotiator
Decisional
Henry Mintzberg1938-date
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Mintzbergs Managerial Roles: Interpersonal
Figurehead Symbolic, outward facing authority
Leader Dealing with subordinates
Liaison Working with external people -customers, contractors, suppliers
Mintzbergs Managerial Roles: Informational
Monitor Intelligence gathering
Disseminator Raising of awareness inside
Spokesperson Outward facing communications
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Mintzbergs Managerial Roles: Decisional
Entrepreneur Change instigator / innovator
Disturbancehandler Trouble shooter
Resourceallocator Implementational role
Negotiator Decisions involving external bodies
The Practice and Study of Management
Information overload
An interdisciplinary field
No universally accepted theory of managment