The Challenge of Management Chapter 1 Prepared by C.J. Bamforth.

The Challenge of Management

Chapter 1

Prepared by C.J. Bamforth

Learning Objectives

• LO1 – Explain four management functions and their interrelationships.

• LO2 – Identify three common managerial work methods influencing managers.

• LO3 – Describe the 10 major roles that managers need to engage in.• LO4 – Factors influencing work agendas and how these agendas can

channel managers’ efforts.• LO5 – Delineate three major managerial skill types.• LO6 – Distinguish between effectiveness and efficiency in

organisational performance.• LO7 – Explain how managers’ jobs differ between hierarchical levels

and how managers can foster innovation through the entrepreneurial role.

• LO8 – Identify significant twenty-first century management trends.

Copyright 2011 McGraw-Hill Australia Pty Ltd

PowerPoint slides to accompany Bartol et al, Management Foundations 3e 1-2


PowerPoint slides to accompany Bartol et al, Management Foundations 3e

What is Management? The process of effectively and efficiently planning, organising, leading and controlling people to achieve the organisation’s goals and objectives whilst balancing the demands and pressures of the external environment.J

Company Goals

Organisational view of the ongoing Management Process

1-3

LO1 - Four Functions of Management

Copyright 2011 McGraw-Hill Australia Pty Ltd PowerPoint slides to accompany Bartol et al, Management Foundations 3e

Planning Organising

Identifying where the organisation wants to go and how they will get there

Ensuring necessary resources are in place

Motivating and guiding resources to achieve targets

Efficiency & Effectiveness

Leading Controlling

Checking that the right goal is being chased and that resources are not being wasted

Organisational goals

1-4

Do you think that the POLC framework has value for use outside of business?

An Organisation’s Business Environment

Copyright 2011 McGraw-Hill Australia Pty Ltd PowerPoint slides to accompany Bartol et al, Management Foundations 3e 1-5

Influences

Influences

Influences

The Management Process



Organising

Leading

Controlling

Planning

Organisation Culture

Organisation Culture

Organisation Size

Organisation Size

Resources and Inputs

External (Specific) Environment: e.g. Competitors, Legal, Suppliers,

Creditors, Customers, Labour market, Unions, Shareholders etc; sometimes

known as the Task environment

External (general/mega) Environment, Political, Legal, Economic, Socio cultural, Technological, International, Government

InfluencesInfluences

InfluencesInfluences

Finally leads to HOW an organisation efficiently & effectively produces goods, services and information (GOODS)

Management process

1-6

An Extended Model of the Management Process



Organisations - Vision, Mission, Culture,

Stakeholders

INFLUENCES

Workplace ResourcesOrganisational Performance

Customer / Stakeholder FeedbackINPUTS

OUTPUTS

TRANSFORMATION

Work AgendasKnowledge BaseManagement skills

I.T.Human ResourcesRaw MaterialsFinancial

Overall PerformanceServicesProductsGoal Achievement

Internal Organisation Environment

1-7

LO2 - Three Common Managerial Work Methods

• What are the characteristics of a manager’s day?



What type of skills do managers need to manage these work methods?

LO3 - Mintsberg’s 10 Managerial Roles


Do you use any of these roles in everyday life?

LO4 –Factors Influencing Work Agendas


LO5 –Key Management Skills

Copyright 2011 McGraw-Hill Australia Pty Ltd PowerPoint slides to accompany Bartol et al, Management Foundations 3e

As you move up the managerial levels are all of these skills used equally?

1-11

LO6 Efficiency & Effectiveness in terms of Organisational Performance


How does effectiveness & efficiency contribute to performance?

LO7 Hierarchical Levels and Management Responsibilities



How do managerial responsibilities change as you move up the vertical levels of management?

Operational focus

Implementation of plans

Strategic focus

Functions of Management



Why do the requirements for different skill sets change as you move up the managerial levels?

Management Skills and Hierarchical Levels



Why does the requirement for skill sets change as you move up the managerial levels?

Comparing the pair



Is there any overlap between the skills managers need at different levels and the functions they do?

Function focus by management level

Skill level by management level

Promoting Innovation : the Entrepreneurial Role

• What does innovation mean in an organisation?

• What role does each of the following play in bringing innovations to market?– Idea generators or champion– Sponsors – Orchestrators

• How can managers encourage innovation through an entrepreneurial role?



LO8 Managing in the 21st Century

• Changing assumptions about managers (Drucker, 1999)

• The need to manage:– Change and innovation– Diversity and global factors– Changing modes of operation

Total quality management issues Business process re-engineering Technology, in particular the internet Sustainability from an economic, social and environmental

perspective

– Knowledge & the learning organisation

Can you provide examples for each of the above?

Can you think of any other ones?


Conclusion

• This presentation explores the roles that managers play.

• It identifies some of the challenges facing managers operating in today’s complex business environment.

• It presents evidence that questions the idea that managers operate in stable environments which allow them considerable time for reflection and action.

• It highlights the need for managers to have multiple skills and abilities in order to position their organisations for competitive success.



The Challenge of Management Chapter 1 Prepared by C.J. Bamforth.

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