Lecture management a pacific rim focus chapter 1 the challenge of management

Lecture outline• Overview of management • What managers actually do • Managerial qualities • Management job roles • 21st century management... Overview of management ‘Management is the a

CHAPTER 1

THE CHALLENGE OF

MANAGEMENT

Lecture outline

• Overview of management

• What managers actually do

• Managerial qualities

• Management job roles

• 21st century management

Overview of management

‘Management is the achievement of

organisational goals by engaging in the four major functions of planning, organising,

leading and controlling.’

Overview of management

• 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.

Overview of management

1 Planning

1 Planning

4 Controlling

4 Controlling

3 Leading

3 Leading

2 Organising

2 Organising

Achievement of organisational goals via:

The management process

To be successful, the functions of planning,

leading, organising and controlling need to be linked to:

• Work agenda.

• Work methods and roles.

With reliance upon an organisational pool of

knowledge and management skills, which leads to:

• Organisational performance.

What managers actually do

Henry Mintzberg’s study of managers

concluded:

• They perform great quantity of work at

unrelenting pace.

• Work typically varied, fragmented, brief.

• Prefer to deal with current, specific, ad hoc

issues

What managers actually do

• Effective managers at the centre of a network

of contacts.

• Prefer verbal communication—especially via

phone.

• Control of own activities—good information essential for this control.

Managerial roles

• Interpersonal

• Informational

• Decisional

• Negotiator

Interpersonal role

communicating an image.

as informing Leadership skills commonly

lacking in managers.

communication, especially informal channels with other corporate directors, political

connections, media, public figures.

Informational role

information (to help set the agenda)—phone, meetings, memos, social functions, mail,

public gatherings.

information to subordinates.

have solid verbal skills—right message at

right time.

opportunities and threats — able to do this in diverse situations—work or leisure.

available, likely correct decision made.

departments, managers need to have an

understanding of what resources are needed for effective functioning (e.g budget

gamesmanship).

Managers need precise and relevant

information to facilitate this role Therefore, the best managers:

• Place themselves at the centre of a vast

network of contacts that are social, political, occupational, organisational, international.

• Can sift, sort, select valuable information.

• Have secretaries who network, who filter and

edit information to avoid overload.

Managerial knowledge,

performance & skills

• Knowledge base

Knowledge of industry, product, market, technology etc.

• Skills base

Technical, human & conceptual.

• Performance goals

Effectiveness & efficiency.

Vertical differences in

management roles

Top managers —planning, conceptual skills

Middle managers —mixed skill needs

First line managers/supervisors —leading, technical skills

Operational level staff

Horizontal differences in

management roles

• Entrepreneurial managers

Growth focus

• Functional managers

Specific, technical focus

• General managers

Broad, whole of organisation/unit responsibilities

• Project managers

Integrative, team focus

21st century management

• Change & innovation

• Markets & technology

• Diversity: markets, products & staff

• Globalisation

• Quality & organisational development

Lecture summary

– Management function (PLOC).

– Roles: interpersonal, decisional, informational, negotiator.

– Work agenda & methods.

– Management job types.

– Vertical & horizontal differences in management roles.

– Change, innovation, diversity, globalisation, quality &

organisational development