1. PRINCIPLES OF MANAGEMENT ADVANCED CERTIFICATE IN MANAGEMENT STUDIES

2. INTRODUCTION Andrew Tucker B Com LLB 20 years experience in the workplace Managed law firm Managed start-up Managed corporate division - +/- 800 staff

3. STUDY GUIDE Introduction to management Evolution of management theory Management environment Management process Contemporary management issues

4. INTRODUCTION TO MANAGEMENT

5. THE NATURE OF MANAGEMENT The fundamental functions of a manager link up in a specific sequence to form a process, which comprises, planning, organising, leading and controlling. (Smit et al, 2011:6)

7. FOCUS AREA See definitions on page 15 Levels of management on page 16

8. LEVELS OF MANAGEMENT

9. THE “NEW” ORGANISATION VS THE “OLD”

10. KEY MANAGEMENT CHALLENGES Globalisation Technological advancement Transformation of the workplace Managing diversity Increased power and demands of customers Intellectual capital and learning Roles and expectations of workers HIV/Aids

11. EVOLUTION OF MANAGEMENT THEORY

12. FROM ANCIENT EGYPT TO 2015 ………………… Why study management theory? To develop a holistic understanding of the discipline and professional competence What is theory? See page 45 Factors influencing the development of management theory

14. FROM JUST NOW TO NOW The Classical Management School Scientific Management Administrative Management The Human Relations School The Quantitative Management Approach Contemporary management Systems Theory Contingency Theory Total Quality Management Learning Organisation Re-Engineering

15. TIMELINE

16. THE CLASSICAL MANAGEMENT SCHOOL Scientific Management Focus: To increase productivity of the worker Proponents: Fredrick Taylor – increase specialisation & division of labour, four principles to increase efficiency Frank & Lillian Gilbreth – focus on simplification by analysis, identification of better methods & re-organise individual actions Henry Gantt – pay bonus to those who beat daily target, scheduling chart Downside: neglected the human side which led to worker distrust Administrative Management Focus: to increase productivity of the organisation Proponents: Henri Fayol – process approach – identified 14 principles and the five basic functions of management Max Weber – bureaucratic management – hierarchy governed by lines of authority Downside: rigid and slow to change, undermines creativity, inflexible

17. THE HUMAN RELATIONS APPROACH Focus: the needs of the worker Proponents: Elton Mayo – when workers given special attention productivity improves, peer pressure is more powerful than management demands, managers must consider workers family situation Mary Parker Follet – the worker knows the most about their job and should contribute to analysis Douglas McGregor – Theory X – managers believe workers lazy & Theory Y – managers create climate for workers to perform Chester Barnard – align the workers goals with the organisations goals, identified three functions of executive management Downside: Human nature is complex – difficult to generalise

18. QUANTITATIVE MANAGEMENT APPROACH Focus: increase productivity through use of quantitative techniques to efficiently use organisations resources Tools and Techniques used: Linear programming, PERT/CPM, Regression analysis Downside: relies on mathematical & statistical models & methods not always understood by managers or workers. Ignores the human element

19. CONTEMPORARY APPROACHES Systems Theory Previous theories have two major shortcomings – ignores influence of the environment & focus on one area to exclusion of others System approach – organisation is a unified system composed of interrelated elements – synergy Contingency Theory Managerial action must be appropriate to the situation Advantage is that it is flexible & allows for use of a combination of approaches Disadvantage is that it requires managers to be skilled in application of all the different approaches

20. CONTEMPORARY APPROACHES Chaos Theory The organisation is dynamic – events can rarely be controlled “orderly disorder” (Tetenbaum, 1998) Characterised by knowledge sharing, teamwork, innovation & creativity, diversity, strong core values Managements role to destabilise the system, build resilience to change, manage transition Other Theories Total Quality management (TQM) Prevent mistakes Six Sigma Reduce waste, produce better, faster & cheaper Learning Organisation Promote dialogue, lifelong learning, sharing Re-engineering Redesign process to increase customer value & cut cost

21. THE MANAGEMENT ENVIRONMENT

22. Micro environment Organisation itself over which management has control Market / Task environment Industry environment Macro environment Outside of the market environment

24. PORTERS FIVE FORCES

25. THE MANAGEMENT PROCESS

26. THE FOUR FUNCTIONS Planning Leading Organising Controlling

27. THE AREAS OF MANAGEMENT Financial Marketing Human resources Operations Purchasing

28. MANAGEMENT AND LEADERSHIP

29. CONTEMPORARY MANAGEMENT ISSUES

30. CONTEMPORARY ISSUES Decision making Motivation Communication Groups and Teams

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