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Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition PART.

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Presentation on theme: "Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition PART."— Presentation transcript:

1 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition PART 3 The Role of the Manager

2 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour 7th Edition CHAPTER 6 The Nature of Management

3 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.2 The meaning of management It is active - it is about changing behaviour and making things happen It is an everyday activity involving interactions between people that are not unrelated or entirely dissimilar to other spheres of life

4 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.3 Management Management can be regarded as: taking place within a structured organisational setting and with prescribed roles directed towards the attainment of aims and objectives achieved through the efforts of other people using systems and procedures

5 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.4 What is management? A function The people who discharge it A social position Drucker An authority A discipline A field of study

6 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.5 The emergence of management Every achievement of management is the achievement of a manager. Every failure is a failure of a manager. Drucker

7 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.6 Are managers born or made? Answer A combination of both

8 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.7 Is management an art or a science? Management as an art – successful managers are born with appropriate intuition, intelligence and personality, which they develop through the practice of leadership Management as a science – successful managers have learned the appropriate body of knowledge & have developed an ability to apply acquired skills & techniques

9 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.8 Management as magic and politics Management as magic – successful managers recognise that nobody really knows what is going on & persuades others of their own powers by calling up the appropriate gods & engaging in the expected rituals Management as politics – successful managers can work out the unwritten laws of life in the organisational jungle & are able to play the game so that they win

10 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.9 Defining management Management is the process of achieving organisational effectiveness within a changing environment by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, & working with & through other people. Naylor

11 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.10 Elements of management Planning Organising Command Co-ordination Control

12 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.11 Flexible principles of management Division of work Authority & responsibility Discipline Unity of command Fayol Unity of direction Subordination of individual interest to general interest Remuneration of personnel

13 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.12 Flexible principles of management Centralisation Scalar chain Order Equity Fayol Stability of tenure of personnel Initiative Esprit de corps

14 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.13 New principles for effective administrative management Figure 6.3 Source: Reproduced with permission from Moorcroft, R., ‘Managing in the 21st Century’, Manager, The British Journal of Administrative Management, January/February 2000, p.10.

15 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.14 Management elements according to Brech Planning Control Co-ordination Motivation

16 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.15 Basic operations in the work of managers Setting objectives Organising Motivating & communicating Measuring Developing people Drucker

17 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.16 A summary of the essential nature of management work Figure 6.4

18 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.17 The efforts of other people Management can be defined as ‘getting work done through the efforts of other people’ Managers are judged not just on their performance but on the results achieved by subordinates

19 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.18 Factors affecting the work of managers The nature of the organisation, its philosophy, objectives and size The type of structure Activities and tasks involved Technology and methods of performing work The nature of people employed The level in the organisation at which the manager is working

20 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.19 The work of a manager – the environmental setting Figure 6.5

21 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.20 The manager’s role Formal authority & status Interpersonal roles Informational roles Decisional roles

22 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.21 The manager’s roles – interpersonal Figurehead Leader Liaison

23 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.22 The manager’s roles – informational Monitor Disseminator Spokesperson

24 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.23 The manager’s roles – decisional Entrepreneurial Disturbance handler Resource allocator Negotiator

25 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.24 Attributes & qualities of a management Technical competence Social & human skills Conceptual ability

26 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.25 Situational management Figure 6.8 Source: Reproduced with permission from Hugo Misselhorn, The Head and Heart of Management, Management and Organization Development Consultants (2003), p.13.

27 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.26 Ten key strategies for Europe’s managers of the future 1.Developing leadership 2.Driving radical change 3.Reshaping culture 4.Dividing to rule 5.Exploiting the organisation 6.Achieving constant renewal Heller 7.Managing the motivators 8.Making team working work 9.Achieving total management quality 10.Keeping the competitive edge

28 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.27 Six critical elements 1.Shared competitive agenda 2.Values & behaviours 3.Influence without ownership 4.Competing for talent 5.Speed of reaction 6.Leveraging corporate resources Prahalad

29 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.28 Managers as dinosaurs Managers are the dinosaurs of our modern organisational ecology. The Age of Management is finally coming to a close. Globalisation, rising productivity, growing complexity of information, expanding sensitivity of the environment and technological innovation are increasing demand for alternative organisational practices. Cloke & Goldsmith

30 Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.29 The individual management model (IMM)


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