1 management and managers
TRANSCRIPT
Presentation prepared by Alan Simon, University of Western Australia
Housekeeping Issues
Before we commence our subject, there are a number of administration issues that need to be taken care of:
• Subject Lecturer: Vasanthi Vijaya
- Office: SOBIZ
- Phone: 016-3112005
- Email: [email protected]
Housekeeping Issues (cont'd)
• Tutorial Staff:– Ms Lim Con Nee
Housekeeping Issues (cont'd)
• Text:
Your text this semester is Davidson, P., Simon, A., Gottschalk, L., Hunt, J., Wood, G., and Griffin, R.,
Management: Core Concepts and Applications- Australasian Edition
John Wiley & Sons Australia, Ltd. Copyright 2006
OR
Management: Core Concepts and Skills,
Davidson, P., Simon,
Chapter 1 - Introduction to Management
• Learning objectives:– Describe the nature of management, define
management and managers, and briefly explain basic management functions; roles and skills in organisations.
– Justify the importance of history and theory to management and explain the evolution of management thought.
– Identify and describe contemporary management theoretical perspectives, issues and challenges.
Introduction to Managers in Organisations
Managers generally work in different types of organisations.
• An organisation is defined as a structured group of people working towards the organisation’s goals.
• Management helps the organisation achieve these goals through its resources, including its people.
• Organisations and the environment they are located in are ever changing, making the manager’s task complex.
Introduction to Management
• Management is a set of activities (including planning and decision making, organising, leading and controlling) directed at an organisation’s resources (human, financial, physical and information) to achieve organisational goals in an efficient and effective manner.
• A manager is a person whose primary responsibility is to carry out the management process.
What do you see as the major responsibilities of your role as a
manager?
Adam Laker, Executive Assistant Manager, Sofitel Hotel, Gold Coast
Dial-Up Broadband
Diagrammatic Summary of the Management Process
Management Functions
A useful acronym to aid memory is PLOC:
• Planning and decision making: determining courses of action
• Leading: envisioning and inspiring• Organising: coordinating activities and
resources• Controlling: monitoring and evaluating
activities
Diagrammatic Summary of the 4 Functions of Management
Kinds of Manager
Levels of management:• Top Managers — the relatively small group of
executives who manage the overall organisation• Middle Managers — usually the largest group
– Responsible for implementing plans of top managers
– Coordinate and supervise first-line managers
• First-line managers — supervise and coordinate the activities of operating employees
The responsibilities of top management
Kevin Graetz – Chief Executive Officer – Story Bridge Adventure Climb
Dial-Up Broadband
The role of top management in an SME manufacturing environment
Simon Bottomley, General Manager, HaveStock Manufacturing
Dial-Up Broadband
Kinds of Manager (cont’d)
Managers in the different areas of the organisation:
• Marketing Managers• Financial Managers• Human Resources Managers• Administrative Managers• Other Kinds of Managers
Diagrammatic Summary of Levels and Kinds of Managers
Managerial Roles & Skills
• Managerial roles — the behaviours and responsibilities associated with holding a position as manager.
• Mintzberg observed managers at work and identified 10 different roles they performed, which he grouped under the categories of interpersonal, informational and decisional roles.
Identify some of the roles performed by managers at Skyrail Rainforest Cableway
Footage courtesy John Campling
Dial-Up Broadband
The Three Interpersonal Roles
• The three interpersonal roles are:– Figurehead — typically ceremonial and symbolic– Leader — recruiting, training and motivating
employees– Liaison — coordinator or link between people or
groups
The Three Informational Roles
• The three informational roles are:– Monitor — actively seeks valuable information
from within and outside the organisation;– Disseminator — transmits information to internal
others;– Spokesperson — transmits information to
external others.
The Four Decisional Roles
• The four decisional roles are:– Entrepreneur — initiator of change and
innovation;– Disturbance handler — deals with problems;– Resource allocator — decides who gets what and
who works with whom;– Negotiator — internal or external negotiations on
behalf of the organisation.
Management Skills
• Robert Katz identified that managers at all levels require skills in three areas:– Technical skills relate to the specific kind of work
of the organisation;– Interpersonal skills are the ability to relate
effectively to individuals and groups;– Conceptual skills relate to the ability to think
abstractly and logically.
Other Management Skills
• Diagnostic and analytical skills - careful observation, understanding cause and effect relationships and visualising solutions
• Communication skills
• Decision-making skills - ability to recognise and define problems and opportunities (also to reframe problems), then select the best solution.
• Time management skills
What managerial skills are important at Skyrail Rainforest Cableway?
Footage courtesy John Campling
Dial-Up Broadband
Functions, Roles and Skills vary according to:
• Managerial hierarchy — Top, Middle or Functional manager
• Managerial Type — Professional, Technical or Lay manager
• Ownership — Employed or Shareholder or Sole Owner Manager
• Organisation Size — Big, Small-Medium, Micro• Organisation Phase — Start up, Growing, Declining• Industry Type — Service or Manufacturing• Country of operation
The Nature of Managerial Work
• A manager’s job is subject to :– Uncertainty and change;– Interruption;– Fragmentation;– Immense variety of tasks;– Unrelenting pace.
• It is a blend of science and art.
The Science of Management
• Many management problems can be approached scientifically:– Gather objective data and information;– Apply quantitative models and decision
techniques.
• This approach is applicable to routine and straightforward issues.
• The most important skills are technical and diagnostic skills.
The Art of Management
• Some issues and problems cannot be solved rationally.
• This is especially the case for non-routine and complex issues.
• To solve such problems managers may use intuition, experience, instinct and personal insight.
• The most important skills are conceptual and interpersonal skills.
Becoming A Manager
Experience + Education = Knowledge• Education:
– Formal tertiary level education;– High level management development within
corporations;– Short courses;– On-the-job training.
• Experience gained through meeting challenges in the workplace.