Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited...

Boddy, Management: An Introduction PowerPoints on the Web, 6th edition © Pearson Education Limited 2014

Slide 1.1

Part 1 AN INTRODUCTIONTO MANAGEMENT

Chapter 1MANAGING IN

ORGANISATIONS


Slide 1.2

• Management and organisation• Meanings of management• Specialisation between areas of management• Influencing others through:

– the process of managing– the tasks of managing– shaping their context

• Critical thinking• Cases and examples – Ryanair, Shell, Army,

Network Rail, entrepreneurs at Davy Markham and Express Group


Slide 1.3

Figure 1.1 Managing organisation and environment


Slide 1.4

Why study management?

• Work in organisations which must add value to resources if they are to survive– everyone manages part of that value-adding process.

• People make assumptions about how to performthe management role – are those assumptions correct in that context?

• Career benefits if you can:– question assumptions– analyse context – consider alternatives and– recognise limitations.


Slide 1.5

Management and organisation

• A world of managed organisations on whichwe depend

• Management task is to create organisations thatwork – that add value to resources they use

• ‘Value’ is subjective – value to A may bewaste to B

• People manage in diverse.


Slide 1.6

Management and organisation (Continued)

Table 1.2 Where people manage


Slide 1.7

People create value in many ways

For example:• Commercial organisations• Voluntary and not-for-profits• Co-operatives • Charities• Theatres, galleries, bands• Trade unions and industry associations.


Slide 1.8

Management as a universalhuman activity

• When people take responsibility for an activity• ‘Getting things done with the aid of people and

other resources’• By planning, organising, leading and controlling• ‘Management’ and ‘work’ combined.

This covers many human activities:

domestic, voluntary, creative, business


Slide 1.9

Management as a distinct role

• When ‘management’ is separated from ‘work’• External agents (usually the owner of capital)

control aspects of the work process• Decide what to make, when, where, how, etc.

– trace evolution as a small business develops.

Separation not inevitable – distinction is fluid,and varies between places and times


Slide 1.10

Specialist areas of management

• Functions– Line, staff, project – and entrepreneurs.

• Hierarchies– People doing the work

– Supervising people doing the work

– Middle managers – managing supervisors

– Senior managers – managing middle manager

– Board of directors – managing the business.

Managers add value by influencing others


Slide 1.11

Influencing through theprocess of managing

• Rosemary Stewart – interrupted, fragmented, diverse

• Mintzberg – ten management roles, in three groups– Informational

• monitor, disseminator, spokesperson

– Interpersonal• figurehead, leader, liaison

– Decisional• entrepreneur, disturbance handler, resource allocator,

negotiator.


Slide 1.12

Managers as networkers

Luthans (1988)

Those who achieved promotion– spent more time networking and politicking

Those who were effective– spent more time on communication and HRM

(managing the human side)

Wolff and Moser (2009) – confirmed link between networking and career success.


Slide 1.13

Influencing through thetasks of managing

• Planning – overall direction of work• Organising – allocating resources, time, effort• Leading – generating effort and commitment

towards objectives• Controlling – monitor progress, compare with

plan, adjust if needed.

Apply to all kinds of tasks (including study);

and done iteratively see Figure 1.3


Slide 1.14

Transforming inputs into outputs

Figure 1.3 The tasks of managing


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Influencing through shapingthe context

• Internal – elements of the organisation – the immediate context of managing (see Figure 1.4).

• External – micro and macro environment(Chapter 3).

• Historical – past, present and future events.• These interact with each other (see Figure 1.5):

– people interpret their context

– work within it or act to change it in some way

– people interpret new context, work within it or seek to change it.


Slide 1.16

The contexts of managingTransformation within organisation and environment

Figure 1.4 The internal and external context of management


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Determinism, choice and interaction

Figure 1.5 Alternative models of managers and their context


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Thinking critically

• Effective managers have developed the skillsof critical thinking, whose components are:– identifying and challenging assumptions

– recognising the importance of context

– imagining and exploring alternatives

– seeing limitations

• See Key ideas box in Section 1.8• Each chapter ends with a ‘Think critically’ section

to help you develop this skill.


Slide 1.19

Summary

• Management role is to add value to resources• Managing is a universal human activity

– scale of responsibility for resources varies

• Managers aim to influence others through:– processes of managing

– tasks of managing

– shaping contexts

• How well they do so depends on thinking critically.

Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited...

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Transcript of Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited...