1. PGDBA 101Strategic Leadership and Management SkillsTOPIC 1: INTRODUCTION TOMANAGEMENTDR DOUG NISBET

2. Learning Objectives To understand the input-output model and the internal andexternal environments of a business organisation; To be aware of the different types and legal forms ofbusiness organisation and their benefits and drawbacks To understand the various roles within management To understand the management tasks ofplanning, organising, leading and controlling and how thesecan be achieved through the various dimensions of internaland external context.

3. A Model of Business Management Environment

4. The Input-output Model Add Value TransformationInput Output Process Create Waste

5. Classifying Businesses Size Small, medium, large Type of Industry Primary, secondary, tertiary Sector Private, public Legal Status Sole trader, partnership, limited company For information and statistics about Ugandan Business follow this link to the Ugandan Bureau of Statistics website( if you based in another country search for an equivalent site): http://www.ubos.org

6. Legal Forms of Business Private Sector Sole Trader Partnership Limited Companies Private (Ltd) Public (Plc) Co-operative Societies - Uganda Co-operative Alliance - http://www.uca.co.ug

7. Franchising, Licensing and Joint Ventures Franchising: is an arrangement where one party (the franchiser) sells the right to another party (the franchisee) to market its product or service; Franchise Expo: http://www.franchiseexpo.co.uk/ The Franchise Business: http://www.franchisebusiness.co.uk/ Franchise Direct (Ugandan Franchises): http://www.franchisedirect.com/internationalfranchises/uganda/217/ The UK Franchise Directory: http://www.theukfranchisedirectory.net/match/franchises.php?gclid=CKKD5- 2WuqYCFYUe4Qoden-FHA Licensing: is a firm in one country (the licensor) that authorises a firm in another country (the licensee) to use its intellectual property (e.g. patents, copyrights, trade names, know-how) usually in return for royalty payments. Joint Venture: is a jointly owned and independently incorporated business venture involving more than one organisation; ranges from two companies joining together in the same domestic market, to joint private/public sector ventures between participants from different countries.

8. Public Sector OrganisationsPublic sector organisations: Central government departments (e.g. departments in charge of pension, education, healthcare, defence, transport, etc.); Local authorities; Non-departmental public bodies or quangos (e.g. Uganda Wildlife Authority); Central government trading organisations (e.g. Posta Uganda) http://www.ugapost.co.ug/ Public corporations (e.g. Uganda Printing and Publishing Corporation http://www.uppc.co.ug/ Public Service Commission (Uganda): http://psc.go.ug/ Ministry of Public Service (Uganda): http://www.publicservice.go.ug/

9. Public Corporations Public corporations: Are statutory bodies, incorporated (predominantly) by a special Act of Parliament; They have a separate legal identity from the individuals who own them and run them. They are governed by the government department which oversees its operations. Nationalised Industry: Private companies taken into state ownership Privatised state industries: Are those industries that were turned into public limited companies. Examples in Uganda included Ugandan Airlines privatisation which was not a success and National Insurance Corporation (NIC) Golden share: Government influence in public corporations,

10. Legal Structures - implications Implications in private sector: The degree of personal control over operational and strategic business decisions; The degree of personal liabilities; The degree of power and/or autonomy in decision making; The cost of establishing the business; The legal requirements concerning the provision of public information; The taxation position; Commercial needs, including access to capital; Business continuity.

11. Functional Specialisation in Management Company Managers Chief Executive Officers (CEO); Managing Director; Proprietor General Managers Subsidiary; Division Functional Managers Line Managers (branch; team; department) Staff Managers (HR; Accounts; Safety: Purchasing ) Project Managers Cross-functional teams

12. Management Hierarchies Operators Supervisors First Line Managers Middle Managers Senior Managers Directors

13. Influencing - Mintzberg MonitorInformational Disseminator SpokespersonInterpersonal Figurehead Leader Liaison Entrepreneur Decisional Disturbance handler Resource allocator Negotiator

14. Managing Tasks

15. Internal Context (or Environment)

16. Critical ThinkingCritical thinkinginvolves our recognising the assumptions underlying our beliefs and behaviours. It means we can give justifications for our ideas and actions. Most, important, perhaps it means we try to judge the rationality of these justification..by comparing them to a range of varying interpretations and perspectivesSOURCE: Brookfield (1987) in Boddy (2011), p26.

17. Process of Critical Thinking ANALYSIS Identifying and challenging assumptions Recognising the importance of context Imagining and exploring alternatives Seeing limitations SYNTHESIS Making conclusions Decision-making

18. Recommended TextsBODDY, D (2011) Management an introduction (5th Edition) Harlow:Prentice Hall Chapter 1WORTHINGTON, I and BRITTON, B (2009) The Business Environment (6th Edition) Harlow:Prentice Hall Chapters 10, 11, 12