Slide 1:8/19/2009 M I T 2009 AURANGABAD 1 Department of MBA M I T MIT


Aim of this unit :8/19/2009 M I T 2009 AURANGABAD demonstrate the application of the basic skills, essential functions and processes of effective management in the context of organisations; understand the framework required for managing the physical and human resources of your department or organisation; and demonstrate skills required to establish and maintain an appropriate environment within which you, your employees and colleagues are able to successfully function. 2 Aim of this unit MIT


Study Materials :8/19/2009 M I T 2009 AURANGABAD Textbook: Bartol, KM, Martin, DC, Tein, MH & Matthews, GW 2005, Management: a pacific rim focus, 4th edition, NSW: McGraw-Hill Book Company. Study Guide: can be collected from Distance education 3 Study Materials


Why study Management? :8/19/2009 M I T 2009 AURANGABAD The universality of management The reality of work (manage or managed) Managing yourself Rewards and challenges of being a manager 4 Why study Management?


The organisation of the subject :8/19/2009 M I T 2009 AURANGABAD 5 The organisation of the subject


Lecture1Introduction:The Challenge of Management :8/19/2009 M I T 2009 AURANGABAD Lecture1Introduction:The Challenge of Management 6


Learning Outcomes :8/19/2009 M I T 2009 AURANGABAD explain the four functions of management; explain the differences and similarities in work activities of top, middle and first-line managers; identify the major competencies required by contemporary managers; and identify and explain the differences between effectiveness and efficiency. 7 Learning Outcomes


Topics :8/19/2009 M I T 2009 AURANGABAD Overview of management What managers actually do and managerial roles Managerial knowledge, skills & performance Managerial job types How the manager’s job is changing Stakeholder management and inclusivity Managerial competency 8 Topics


Overview of Management :8/19/2009 M I T 2009 AURANGABAD What is Management? The art of getting things done through people Mary Follett (1868-1933) Management is achievement of organisational goals through the major functions of planning, organising, leading and controlling. 9 Overview of Management


Overview of Management :8/19/2009 M I T 2009 AURANGABAD Planning The process of setting goals and deciding how best to achieve them. Organising The process of allocating human and non-human resources so that plans can be carried out successfully. Leading The process of influencing others to engage in the work behaviours necessary to reach organisational goals. Controlling The process of regulating organisational activities so that actual performance conforms to expected organisational standards and goals 10 Overview of Management


The Management Process :8/19/2009 M I T 2009 AURANGABAD An extended model of management process 11 The Management Process Work Agenda Work Methods & Roles Management Functions: Planning Organising Leading Controlling Knowledge Base & Key Management Skills Performance (goal achievement)


What Managers Actually Do? (Work Methods) :8/19/2009 M I T 2009 AURANGABAD What are they according to your experience or observation? 12 What Managers Actually Do? (Work Methods)


What Managers Actually Do? :8/19/2009 M I T 2009 AURANGABAD Henry Mintzberg’s (1980) study of managers concluded: They perform great quantity of work at unrelenting pace. Work is typically varied, fragmented, brief. Prefer to deal with current, specific, ad hoc issues. 13 What Managers Actually Do?


What Managers actually do? :8/19/2009 M I T 2009 AURANGABAD Effective managers are at the centre of a network of contacts. Prefer verbal communication and networks. Control of own activities—good information essential for this control. 14 What Managers actually do?


Network :8/19/2009 M I T 2009 AURANGABAD A set of co-operative relationships with individuals whose help is needed in order for a manager to function effectively. A network could include superiors, subordinates, peers and other organisation members, as well as many outsiders, personal contacts or professionals. How to build or create networks is an important management skill to facilitate the achievement of management goal. 15 Network


Slide 16:8/19/2009 M I T 2009 AURANGABAD Discussion: Do you think that strong social relationships at work still result in greater output? How do you build the network? What is your experience? 16


Managerial Roles :8/19/2009 M I T 2009 AURANGABAD Mintzberg’s managerial roles Interpersonal Informational Decisional 17 Managerial Roles


Interpersonal Role :8/19/2009 M I T 2009 AURANGABAD Managerial roles that involve people and other duties that are ceremonial and symbolic in nature Figureheads: obliged to perform a number of routine duties of a legal or social nature, ex: greeting visitors Leader role: responsible for hiring, training, motivating and disciplining employees. Liaison role: Developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures. 18 Interpersonal Role


Informational Role :8/19/2009 M I T 2009 AURANGABAD Managerial roles that involve receiving, collecting and disseminating information Monitor: Sifting, sorting, selecting information (to help set the agenda)—phone, meetings, memos, social functions, mail, public gatherings. Disseminator: The passing of relevant information to subordinates. Spokesperson: Transmits information to outsiders on organisation’s plans, policies, actions, results, etc. (ex: holding board meetings; giving information to media) 19 Informational Role


Decisional Role :8/19/2009 M I T 2009 AURANGABAD Managerial roles that revolve around making decisions Entrepreneur: Ability to identify opportunities and threats, and initiates improvement projects to bring about change Disturbance handler: responsible for corrective action when organisation faces important unexpected disturbances. Resource allocator: responsible for the allocation of organisational resources of all kinds-making or approving all significant organisational decisions (ex: budgeting) Negotiator: responsible for representing the organisation at major negotiations (ex: participating in union contract negotiating) 20 Decisional Role


Types of Managers :8/19/2009 M I T 2009 AURANGABAD Vertical dimension: focusing on different hierarchical organisation levels Horizontal dimension:addressing variations in managers’ responsibility areas. 21 Types of Managers


Vertical Differences In Management Roles :8/19/2009 M I T 2009 AURANGABAD 22 Vertical Differences In Management Roles Middle managers—mixed skill needs First line managers/supervisors—leading, technical skills Operational level staff Top managers—planning, conceptual skills


Horizontal Differences In Management Roles :8/19/2009 M I T 2009 AURANGABAD Functional managers Specific, technical focus General managers Broad, whole of organisation/unit responsibilities Project managers Integrative, team focus 23 Horizontal Differences In Management Roles


Managerial Knowledge, Skills & Performance :8/19/2009 M I T 2009 AURANGABAD Knowledge base Managers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g.: Knowledge of industry Knowledge of product Knowledge of market Knowledge of technology t 24 Managerial Knowledge, Skills & Performance


Managerial Knowledge, Skills & Performance :8/19/2009 M I T 2009 AURANGABAD Skills base Technical skills: knowledge of and proficiency in a specialised field Human relations skills: the ability to work with other people individually and in a group Conceptual skills: the ability to think and to conceptualise about abstract and complex situations. 25 Managerial Knowledge, Skills & Performance


Managerial Knowledge, Skills & Performance :8/19/2009 M I T 2009 AURANGABAD Performance Drucker says performance achieved through management comprises two important dimensions: effectiveness and efficiency. Effectiveness an ability to choose and achieve appropriate goals Efficiency an ability to make the best use of resources in achieving goals Management 26 Managerial Knowledge, Skills & Performance 27/02/2008


Slide 27:8/19/2009 M I T 2009 AURANGABAD How the manager’s job is changing? Your views? What is the most challenging issue being a manager? 27


How the manager’s job is changing :8/19/2009 M I T 2009 AURANGABAD Changes: Changing technology Increased threat to security Increased emphasis on organisational and managerial ethics Increased diversity in market, workforce and product Increased competitiveness 28 How the manager’s job is changing


Slide 29:8/19/2009 M I T 2009 AURANGABAD Impact of changes Changing technology: shifting organisational boundaries; changing working practices (e-business); changing transaction style (e-commerce); virtual workplace; flexile work arrangement Increased threats to security: risk management; work life-personal life balance; globalisation concerns; discrimination concerns Increased emphasis on ethics: redefined values; rebuilding trust; increased accountabilities 29


Slide 30:8/19/2009 M I T 2009 AURANGABAD Impact of changes (continued) Increased diversity: perception of managing diversity e.g. customer services, human resource management Increased competitiveness: customer services; quality management; innovation; globalisation (need a global perspective); efficiency/productivity, knowledge management and learning organisations 30 Source: Robbins et al. 2006, Foundations of management, 2nd edition, Pearson, Australia.


Stakeholder Management and Inclusivity :8/19/2009 M I T 2009 AURANGABAD Stakeholder management is a developing theme of management including the claims of all stakeholders. Inclusivity is a term used to describe how executives freely communicate their ideas to better engage and inform the workforce and stakeholders. A critical issue to organisational success is that the manager’s ability to manage and develop a network of interdependent relationships with a wise and diverse range of stakeholders (Hannon, Patton and Marlow 2000). Case: Fremantle port, textbook pp.22-23. 31 Stakeholder Management and Inclusivity


Managerial Competency :8/19/2009 M I T 2009 AURANGABAD Managerial competencies are the knowledge, skills, behaviours and attitudes that a manager needs to be effective and efficient. 32 Managerial Competency


Managerial Competency :8/19/2009 M I T 2009 AURANGABAD Fletcher and Baldry (2000) Managing the work Strategy and commitment Development team ability Developing team skills Initiating improvements; and Building relationships with others 33 Managerial Competency


Management Technique :8/19/2009 M I T 2009 AURANGABAD Communicate the big picture Delegate work and responsibilities Help employees get goals Recognise problems Reward employees Be a mentor Give reviews Have a heart Take the time to be a manager 34 Management Technique


Activities :8/19/2009 M I T 2009 AURANGABAD Text Case: The challenge of management –Fremantle Port (pp.22-23) Activities 35


Work for next week :8/19/2009 M I T 2009 AURANGABAD Read ‘the Enron’s Scandal’ case 36 Work for next week