msc pom management theory oct 11th

8/8/2019 MSc PoM Management Theory Oct 11th

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BUSI1442

CONTACTDETAILS

MattStewart

Email: [email protected]

Directorofaspecialisthousebuildingandconsultancycompany

S ecialisin inener efficienthomes

Heritagerestorationprojects

PRINCIPLESOFMANAGEMENT Teachin ro ramme

AccessviaWebCT

Coursedetails

and

reading

list

Lecturehandouts

Academicpapers

Generala roachtomana ement

Assessment

Tutorialgroups

WEEK DATE LECTURE TOPIC

3 11th October I ntroduct ion to Managem ent Th inki ng

LECTURETIMETABLE

4 18th October Organisational Environment and Structure

5 25th O ct obe r Or ga ni sat io na l C ult ur e

6 1st November Strategy

7 8th November Hum an Resource Management

8 15th November Motivation 1

9 22nd November Mot ivation 2

10 29th NovemberGroups and Teams

11 6th DecemberLeadership

12 13th DecemberRecruitment and Selection & Performance

Appraisals


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GotoUniversit website STUDENTPORTAL

WebCTAccess

Login[studentidandpassword]

Gotomylearning

Gotomycourses

Listofcoursesonwhichyouareregistered

. .

[PrinciplesofManagement]

GENERAL APPROACH NORIGHTANSWER

Criticalandevaluative

Donotjustacceptwhatyouread,hearetc

Fullyjustifiedargument

Argumentmustbeproperlystructured

ASSESSMENT Task1.Or anisationalEnvironment

Due8th November

Task2.

Organisational

Strategy

Due13th December

TUTORIAL GROUPS Tutorial rou swillbelistedinSchoolRece tion

Studentdetailform

Endeavourto

ensure

no

clash

with

CORE

subjects

Cannotguaranteetodothesameforoptionchoices


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LEARNINGOUTCOMES

WhatISmana ement?

Thedevelopmentofmanagementthinking

Differentapproachestomanagement

ORGANISATIONSAND

MANAGEMENT Organ sat onsareasystemat carrangemento peop e

broughttogethertoaccomplishsomespecificpurpose

Organisationsin

one

form

or

another

are

anecessary

partofsociety

Servemanyimportantneeds

organisationshaveincreasingimpacton:

Individualsandgroupswithintheorganisation

Otherorganisations

Thecommunityandenvironment

Henceneedtostudyorganisationsandmanagement

Providesthefoundationsforallotherto icareasin

management

Organisationshave

existed

as

long

as

humans

Managementhasalsoexistedforthousandsofyearsbutformalstudiesonlysince1850s

Or anisationsandmana ementcannotbese arated


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MANAGEMENT

AS

AN

INTEGRATINGACTIVITY rocesso managementcoor natesact v t eso mem erso t e

organisation

Directed/guided towardsachievementoforganisationalgoals

Managementiscornerstoneofeffectiveness

PeopleareanessentialresourcebutNOTaphysicalresource

Peopleareindividualswiththeirownperception,feelingsand

a u es Managementhastointegrateeachindividualintoorganisation

andhenceneedsto:

Understandhumanbehaviourandpersonality

Understandworkorganisations

WHATIS

MANAGEMENT?

eprocesso ac ev nggoa se ec ve yan efficientlythroughandwithotherpeople Efficiency=doingthingscorrectly

Therelationshipbetweeninputsandoutputs

Minimiseresources

Effectiveness=doing

the

right

things

Goalattainment

ORGANISATIONALREVOLUTIONS Im licationsarever farreachin :

wayorganisationsdobusiness

waythey

are

structured

relationshipbetweenmanagementandworkers

HISTORICALPERSPECTIVE

Traditionalstructureofor anisationsin20thcentur

basedonmilitaryprinciple

commandand

control

managementstylefollowed


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TRADITIONALSTRUCTURE

TOP MANAGEMENT AT HQ Set strategy C

SENIOR SUBORDINATES/MANAGERS

DIRECT REPORTS:

and implement

procedures/tactics

Translate in to

operations

o

m

m

u

n

I

c

a

FUNCTIONS/DEPARTMENTS

FRONT LINE

OPERATIVESCarry out the work

tI

o

n

s

DISMANTLING

COMMAND

AND

CONTROL

Developmentssinceindustrialrevolution

sizeandcomplexityoforganisations

costofmanymanagementtiers

competition:slowresponse:1960svs1990s+

informationtechnology;effectonjobs;communications

horizontalstructures;

cross

functional

boundaries:

economicrecession:national,international

theglobalcompany

PEOPLEANDTHEREVOLUTION

Chan in relationshi swithcrucialstakeholderse. .employees

leadership

vs

management motivationvsinsecurityandfear

involvementandparticipationvscommand

Chan eandflexibilit

Teamwork

Thepsychologicalcontract

MAINAPPROACHESTOORGANISATIONS,

STRUCTUREANDMANAGEMENT

Classical

Emphasis on purpose,formal structure,hierarchy of managementand technical

i

1880s to 1940s

No one best design;structure, managementand success depend onmany variables

Contingency

1960s +

Integration of classicaland human relationsapproaches; socio-technical system;

i i i i

Systems

1950 1960s

Attention to socialfactors, groups,leadership,motivation, informal

i i

Humanrelations

1926 1936

requ rements organ sat on w th nexternal environment

organsaton,behaviour of people


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PREMODERN

ERA

Organisationalactivitiesandmanagementhaveexistedfor aongt me: Egyptianpyramids GreatWallofChina

ADAMSMITH:mostlyassociatedwitheconomics:WealthofNations1776. Economicadvantagesfromdivisionoflabour Used inmanufacturin asanexam le Increased

productivity

Improvedworkersdexterityandskill Laboursavinginventions/machinery

Applicationvisibletoday;jobspecialisation

INDUSTRIALREVOLUTION

1 80+inGreatBritain

CrossedtoUSAbyendofCivilWar

Machinepowerrapidlysubstitutedforhumanpower

Madeiteconomicaltomanufacturegoodsinfactories

Massproduction

Formationoflargeorganisationse.g.

Carnegie[steel]&Rockefeller[oil]

Alsolackofgovernmentregulation

CLASSICISTS Ta lor 18 6 1 1 Fa ol Moone &Reile Brechand

Weber

Emphasis

on: Planningofwork

Technicalrequirementsoftheorganisation

Principles(orrules!)ofmanagement

Assumptionofrationalandlogicalbehaviour

TAYLOR PrinciplesofScientificManagement(1911):

Developmentoftruescienceforeachpersonswork Scientificselection,traininganddevelopmentof

workers Cooperationwithworkerstoensureworkcarriedoutin

prescribedway Divisionofworkbetweenmanagementandworkers

Userestpausestocombatfatigue

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TAYLOR Fearsandreactionstotheories

Simpletasksforsimplepeople

Managementonlyoneswithbrains

Legaciesofhisapproach:

Workstudy

Organisationofwork

Paymentby

results

[piece

work]

Developmentofmassassemblylines

Majorimpetustomanagementthinking

FAYOL

Identifiedfivecomponentsofmanagement6

Planning

Organising

Coordinating

Commandin

Controlling

AlsoGilbrethandGantt

BUREAUCRACY Weber 1

Mainstudyintopower/authority

sideissuebureaucracy Hierarchyofauthority[top down]

Rightsanddutiesattachedtoposition;peopleknowwhatisexpectedofthem

Divisionoflabour

Ru esan proce ures

Documentation

Technicalcompetenceandrightqualifications

Separationofownershipfromcontrol/management

CRITICISMS Means[bureaucrac ]becomesmoreim ortanti.e.

paperwork

Dependenceupon symbols,rules

Initiativemaybestifledifideasnotinrulebook

Officiousbureaucraticbehaviour

Impersonalrelationsandlackofresponsiveness

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UK:

EARLY

INDUSTRIAL

PSYCHOLOGY MoreadvancedthaninUSA

1915:HealthofMunitionsWorkersCommittee Poorconditions

Lowproductivity,increasedaccidents,highabsenteeism

Recommendationstoreducehoursofwork

Improvementsinheatingandventilation

,

Betterhealthandwelfareprovision

BuildersTea:Anopportunityforteaisregardedasbeneficialbothtohealthandoutput.

HUMAN

RELATIONS

APPROACH 1920s:greatdepression

employees:humanrelations

Hawthorneexperiments192432,WesternElectricCompany(USA)

Illuminationexperiments

Relayassemblytestroom

InterviewingProgramme

Bankwiringobservationroom

Increasingproductivitybyhumanisingtheworkorganisation

FINDINGS Showedim ortanceof

workgroupsandleadership

communications

outputrestrictions

motivation

jobdesign

importanceofpersonnelmanagement

recognisedasoneofmostimportantstudies

peoplespsychological/social needs

improvingprocessofmanagement

complexneedsnotjustmoney

NEOHUMANRELATIONS Hawthornestudiesledto s cholo icala roach

Majorfocus

Adjustmentof

individual

in

organisation

Effectofgrouprelationships

Effectsofleadershipstyles

Maslow:Hierarch ofNeeds

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MASLOW:HierarchyofNeeds

social

esteem

actualisation

Physiological

safety

OTHER CONTRIBUTORS Herzberg

Hygienefactors;absence=discontent

Jobenvironment

Motivators;Present=content

McGregor

Managementstyleadopteddependsonattitudetohumannatureandbehaviouratwork

TheoryX:

Assumes

people

are

lazy,

dislike

work

and

must

be

coercedthroughacentralsystemoforganizationandauthority

TheoryY:Assumespeopleenjoywork,arecreative,canexerciseselfdirectionandwanttoacceptresponsibility.

SYSTEMSAPPROACH Attem tstoreconcilescientificandhumanrelations

approaches

Focuses

on: totalworkorganisation

interrelationshipsofstructureandbehaviour

rangeofvariableswithintheorganisation

contrastswiththeviewoforganisationsasbeingformedof separate,unconnectedparts

SYSTEMSTHEORY Anor anisationisano ens stem

continualinteractionwithexternalenvironment

multiple

channels

of

interaction sociotechnicalsystem:effectofchanges

Lon wall coalminin stud

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SYSTEMSVIEW

INPUTSpeople, raw materials,components, cash;information; management,strategy

FEEDBACKSales turnoverFinancial resultsCustomer surveys

PROCESSESProduction;Marketing;Recruitment training

Staff turnoverLegal actions

R&D

OUTPUTSProduct; servicesEmployment, RevenueProfits; taxes; waste

CONTINGENCYAPPROACH

Classicala roach=structure

humanrelations=people

contingencyallisimportant

extensionofsystemsapproach

nooneoptimumstate

environment

RELEVANCEofdifferenttheories Underlinediscursivenatureofsubject

bringstogetherdifferentideasforconsideration

assistsinorganisationanalysise.g.areproblems

structure,people

etc

selectivetosuitsituation

CAUTION!!! Iterative rocessandcom limentar NOTcom etitive

divisionintoapproachesisratherarbitrary

agreedthat

framework

necessary

but

form

is

different

dependingonview

approachesratherthanschoolsi.e.divisionscanbeblurred

msc pom management theory oct 11th

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