1. Lecture 8
MANAGEMENT WITHIN
ORGANIZATIONS

2. What is management?
‘Conduct the working of, have effective control of, bend to one’s will, cajole…
find a way… contrive to get along… bring about, secure… deal with… skilful handling’
Can be applied to many different situations
Managers are appointed by the beneficial owners to act on their behalf
Managers are to act in loco parentis for the beneficial owners
In effect they are one of a number of stakeholders
Lynch (1997) stakeholders fall into one or other of the following:
Those involved in the carrying out of the organization’s mission and objectives
Those involved in the outcome of the mission and objectives

3. What is management?

4. Fayol and the management process
Main functions:
Technical
Commercial
Financial
Security
Accounting
Administrative
Management consists of the following activities:
Forecasting
Planning
Organizing
Co-ordinating
Commanding
Controlling
FW Taylor (1947) - functional foremanship

7. Managing in a social world
Managers do not act in isolation from the forces acting upon society
Criticism of Fayol and Taylor - they imply that managers should be able to apply a
formula and in doing so effective regimes and efficiency will be achieved
The professionalization of management
Shireman and Kiuchi suggest four seasons within a business cycle:
Growth season
Improvement season
Pruning season
Searching for direction season

8. Managing in a social world
Reed (1989) - four themes in management:
Technical perspective
Political perspective
Critical perspective
Practice perspective

9. What managers do Stewart (1985) – factors influencing
the pattern of work included:
Industry
Role
Pattern of work
Level
Exposure
Contacts
Personal factors
Handy (1993) – reviewed studies
Which demonstrated a fragmented job:
Supervisors
Managers
Chief executives
Varied by organization size
Luthans (1995) - four types of activity:
Traditional management
Routine communication
Networking
Human resource management
Mackenzie (1972) - managing
or operating activities

10. Management: Context influences on job
Public/private sector
Manufacturing/service orientation
Size
Functional responsibilities
Technology
Location
Organizational and national culture
Levels of management

12. Context and management

13. Management roles and skill
Role theory - provides an outline or model for what is expected of them
Role set
Role definition
Role ambiguity
Role incompatibility
Role conflict
Role stress and strain

14. Management roles and skill

15. Management roles and skill
Peddler et al (1994) - 11 capabilities under three levels
that differentiate between successful and unsuccessful managers:
Basic knowledge
Skills and attributes
Meta qualities

16. Management and diversity
Inappropriate decision making
Selecting an individual on the basis of gender, skin colour or physical capacity
Wilson (1995) -
‘Sex role identity… seems to have a substantial effect on the
formation of occupational aspirations and expectations. Men are going
to aspire to, and succeed in, more male-intensive occupations
Gardiner and Tiggemann (1999) -
Women face different pressures from men in industries that are male dominated.
Vinnicombe and Harris (2000)
The strength of informal organizational culture is what effectively holds women
back from reaching the top job

17. Management and organizational effectiveness
John Adair - three circle cycle:
Achieving the task
Developing the individual
Building and maintaining the team
Luthans (1995) - success and effectiveness
Success is the speed of promotion
Finding promotion depends upon socializing and politicking

18. Management and organizational effectiveness
Mental toughness:
Self-belief
Resilience
Focus
Drive
Control
Resolve
Nerves of steel
Independence
Competitiveness
Chillability

19. Critical incident management
Home Office (2003) - adopted a three level incident command structure;
- Bronze – operational level
- Silver – tactical level
- Gold – Strategic level

20. Critical incident management
Flin (1996) - exercise of effective control needs the incident commander to
work through a list of requirements:
Prepare
Assess
Plan
Resources
Implement
Control
Evaluate
Skills profile of an incident commander:
Leadership ability
Communication skills
Delegating
Team management
Decision making under pressure
Situation awareness
Planning and implementing actions
Calm and capable to manage stress in self
and others
Preplanning for possible emergencies
Necessary personality characteristics
for an incident commander:
Willingness to accept leadership role
Emotional stability
Stress resistance
Decisiveness
Controlled risk taking
Self-confidence
Self-awareness

21. Management and power
Hellriegel et al (1989) - management is a set of activities based on these characteristics:
Relationships
Skills
Power
French and Raven (1958) - power is what allows the manger to carry out his function:
Legitimate
Reward
Coercive
Referent
Expert
Pfeffer (1992) - managing power involves the following:
Recognizing different interests
Identifying the views of various stakeholders
Understand the need for power to achieve results
Understand the strategies and tactics through which power
is developed
Be prepared to use power

22. Management and power
Townley - ‘Panopticism is an exercise of power based on analysis and distribution.
It operates through hierarchy, surveillance, observation and writing. In this sense power
is not located in a person but in practices’
Many of the participatory and involvement-based management practices function at the
level of socializing employees into the ways of thinking by preferred managers
Delegation - how much should managers retain and how much delegate? There
is a feeling that by delegating it is a giving away of power
Giving the workers more responsibility increases the quality of work
experience for the individual
Business process re-engineering

23. Meetings and humour in management
Meetings are an inevitable aspect of management
Need to involve others in decision making
Persuade them to co-operate in specific courses of action
Other reasons for holding meetings include:
Habit
Political
Courage and risk aversion
Barsoux (1993) - humour is rarely neutral, trivial or random
Three main purposes of humour:
Sword
Shield
Values

24. Management: an applied perspective
Variables associated with the practice of management:
The manager
The managed
The context
The situation
The task

25. Management: an applied perspective