Management Perspectives
rupali
Week1_L1_MGMT6012.pptxMGMT6012 Management Perspectives T3 2019
T3 2019
My Name: Dr. Anna Sekhar Designation: Snr Learning Facilitator- MBA Programs Qualifications: PhD(USyd), M.A Econ(Madras), Cert in People Mgt (UoM, USA), JP (NSW) Professional Memberships: ANZAM, ESA, JP Assoc.,AIBC, ISANA Contact details: [email protected] Consultation: By Appointment
Expectations: Be prepared – read materials, bring your notes Contribute to discussions – this is a workshop and not a lecture Be engaged – no mobile phones in class! Meet your deadlines – commence assignments early Communicate - if there are any issues or concerns: [email protected]
Support at Torrens: Learning and Academic Skills – Dr. Lan Nguyen Success Coach – Mark Sweet Blackboard support – Lewis Scott (Rocks Campus) Student Services- for all student related enquiries Unit related – your facilitator
This module will cover: -Ideas and theories around the role of management in organisations -The various roles managers play in organisations -The operation of management in organisations -The function of management in organisations This module will help you: -Understand who you are as a manager -Consider the type of manager you would like to be -Understand the role of management in your organisation
Why would anyone want to be a manager? Management generally involves -long hours, multiple responsibilities, frequent interruptions, an endless number of tasks to complete and constant stress. -Managers deal with conflict, supervise difficult people, make tough decisions and are responsible for the performance of their group or division. -Whenever managers think they are getting on top of situations, the situations change. New technology makes products obsolete; New laws make operating methods illegal; a new competitor means margins are slashed. A recruitment agency lures away several key people and new people have to be recruited and trained.
Role of a manager Scarce resources also make managers' lives difficult. Managers have to compete with other departments for funds, with other companies for good staff and with colleagues for office space. Once resources are acquired, there are competing demands for them. However, the rewards of being a manager are great. Most people enjoy exercising power. The pay and conditions of managers are usually much better than those of other staff. There is the opportunity to contribute to the organisation and to society. There is the excitement of constant challenges. A manager gets up every morning not knowing what will face him or her during the day.
Role of a Manager There is the chance to learn a range of new skills. And for those who reach the top positions, the rewards in leading corporations are very large indeed. In this subject we discuss the functions and roles of managers in organisations and the range of skills that they require. We review the context in which managers operate—the organisation. We look at the various challenges which managers have to face in this modern era of globalisation, rapid change and new technology.
What is Management? (Carlopio, J. and Andrewartha, G. 2012, Developing Management Skills) The capacity to create a work environment in such a way that each person is uniquely motivated to achieve the organisational goals and feels recognised for doing so.
Functions and Roles of Managers
Henri Fayol (1841-1925) identified five management functions: Planning – deciding on future actions
Organising – arranging resources for specified tasks
Commanding – leading, guiding and directing staff
Coordinating – supervising and sharing information
Controlling – monitoring outcomes and taking corrective action where needed
Maslow’s Hierarchy of Needs
B-Needs or Being
D-Needs or Deficiency
Functions and Roles of Managers Robert Katz (1950’s) grouped the skills required by a manager into three main categories: Technical – for example: accounting, human resources, marketing, risk management; more for lower level managers who manage people using tools and techniques Interpersonal or Human – for example: communication, negotiation, collaboration; for all level of managers who deal with people Conceptual – for example: visualise, analyse, creative thinking, problem solving; most important for top level managers who have to visualize hoiistically how the organization fits into a broader environment
Functions and Roles of Managers Henry Mintzberg (1970’s) identified the breadth of the manager with 10 managerial roles: Interpersonal Roles – 1) figurehead, 2) leader, 3) liaison (you are a source of inspiration; you are the figurehead whom people turn up to); you provide information and ideas Informational Roles – 4) monitor, 5) disseminator, 6) spokesperson; good communication needed and you process the information Decisional Roles – 7) entrepreneur, 8) disturbance handler, 9) resource allocator, 10) negotiator ; how are you going to use the available information; how do you create control a change, generate a change for the better; negotiate, bring in that belongingness
Function and roles of managers
Functions and Roles of Managers
Rosemary Stewart (1980’s) defined a set of job dimensions which impact on how the manager performs:
Demands made on the manager
Constraints placed on the manager
Choices available to the manager
The more the demands made on the managers, the greater the constraints, the higher is their level of stress. An authoritarian form of leadership increases the stress on lower levels of management, the constraints on them increases, their choices are limited. Any political pressure or intense competition could increase stress on middle level of management. Leaders need that flexibility to be able to make their decisions!
Functions and Roles of Managers Other considerations: -Depends on the nature/type/size of the organisation -Depends on the values, culture and goals of the organisation -Depends on the systems, specialised tasks and activities of the organisation -Depends on the stakeholders of the organisation such as customers, employees, suppliers, competitors, shareholders….
The Role of Leadership in Identifying the Premises of the Future Organisation Differences between leader and manager. Leadership and management are two distinctive and complementary systems to work with people in an organisation. Each system has its own functions and actions. Management: confers order, cooperation and consistency to key features for success of the corporation – quality, profitability of products or services, long term goals, planning, setting budgets, allocating resources, forecasting. Executes the vision of a leader (in short executes the vision of a leader) Leaders: influence the behavior and actions of others; set the vision, mission, strategy, innovates, has a long term perspective; focuses on people, change agent, communication, motivation, group work, delegation, continuous improvement. Has the vision!
The Role of Leadership in Identifying the Premises of the Future Organisation MANAGER LEADER -Manages Innovation -It is a copy It is original -Maintains Develops -Focuses on systems and structure Focuses on people -Controls Inspires confidence -Has short term vision Has long term vision -Asks how and when? Asks what and why -Accepts status quo Causes it -Does it as it must be done Is Himself or herself -Is a good classic soldier Does what must be done
What Great Managers Do -Great managers know and value the particular quirks and abilities of their employees. -Great managers discover what is unique about a person and then capitalise on staff strengths and tweak the environment to meet organisational goals. -This is the exact opposite of what great leaders do – great leaders discover what is universal (the same) and capitalise on it. Their job is to rally people toward a better future. A good leader will lead from behind! -The job of the Manager is to turn one person’s particular talent into performance.
What Great Managers Do Capitalising on each person’s uniqueness can save time: a manager who develops positions/job descriptions for staff based on their unique abilities will be rewarded with behaviours that are far more efficient and effective than they would be otherwise. Capitalising on uniqueness makes each employee more accountable: they take responsibility for their abilities (strengths and weaknesses) and hone them. Capitalising on each person’s uniqueness can build a stronger sense of team: it creates interdependency, and seeing people for who they are can motivate them and galvanise the entire team. This approach may also lead to more creative thinking: You end up disrupting existing hierarchies.
What Great Managers Do To take great managing from theory to practice you must know three things about a person: A) their strengths B) the triggers that activate those strengths (for example, recognition; could refer to all the entities of Maslow’s Hierarchy of needs) C) and how they learn. Three types of learning styles: 1)analysing, 2) doing, 3) watching.
How do we identify strengths? We will introduce you to self-assessment tools in readiness for Assignment Two. Another strategy: To identify a person’s strength – what was the best day at work you’ve had in the past three months? To identify a person’s weakness – what was the worst day you’ve had at work in the past three months?
Week 1 Learning Activity In order to obtain a general understanding of the management field, please read Handouts 1 and 2 in Module One. Find a management theory that you are familiar with or interest's you. Find some additional information on this theory from the library and share it online with your classmates.
Next Week – Readings - Handout Two – Management Theories and Fashions - Causes and consequences of managerial failure in rapidly changing organisations. (C. Longenecker, M. Neubert, L. Fink) - Gareth Morgan - Images of Organisations (metaphors)
