© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George

© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George Sansbury.

1

CHAPTER 1

THE CHALLENGE OF MANAGEMENT


2

Lecture outline

• Overview of management• What managers actually do• Managerial qualities• Management job roles• 21st century management


3

Overview of management

‘Management is the achievement of organisational goals by engaging in the four major functions of planning, organising, leading and controlling.’


4

Overview of management• Planning

The process of setting goals and deciding how best to achieve them.

• Organising

The process of allocating human and non-human resources so that plans can be carried out successfully.

• Leading The process of influencing others to engage in the work behaviours necessary to reach organisational goals.

• Controlling The process of regulating organisational activities so that actual performance conforms to expected organisational standards and goals.


5

Overview of management

1. Planning

4. Controlling

3. Leading

2. Organising

Achievement of organisational goals via:


6

The management processTo be successful, the functions of planning,leading, organising and controlling need to belinked to:• Work agenda.

• Work methods and roles.

With reliance upon an organisational pool ofknowledge and management skills, which leads to:• Organisational performance.


7

What managers actually doHenry Mintzberg’s study of managersconcluded:

• They perform great quantity of work at unrelenting pace.

• Work typically varied, fragmented, brief.

• Prefer to deal with current, specific, ad hoc issues.


8

What managers actually do

• Effective managers at the centre of a network of contacts.

• Prefer verbal communication—especially via phone.

• Control of own activities—good information essential for this control.


9

Managerial roles

• Interpersonal• Informational• Decisional• Negotiator


10

Interpersonal role• Figureheads: Projecting a set of values,

communicating an image.• Leader role: Needs to be informed, as well

as informing. Leadership skills commonly lacking in managers.

• Liaison role: Developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures.


11

Informational role• Monitor: Sifting, sorting, selecting

information (to help set the agenda)—phone, meetings, memos, social functions, mail, public gatherings.

• Disseminator: The passing of relevant information to subordinates.

• Spokesperson: Has to be able to express it, have solid verbal skills—right message at right time.


12

Decisional• Entrepreneurial: Ability to identify

opportunities and threats — able to do this in diverse situations—work or leisure.

• Disturbance handler: More information available, likely correct decision made.

• Resource allocator: To divisions or departments, managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship).


13

NegotiatorManagers need precise and relevantinformation to facilitate this role. Therefore, thebest managers:• Place themselves at the centre of a vast

network of contacts that are social, political, occupational, organisational, international.

• Can sift, sort, select valuable information.

• Have secretaries who network, who filter and edit information to avoid overload.


14

Managerial knowledge, performance & skills• Knowledge base

Knowledge of industry, product, market, technology etc.

• Skills baseTechnical, human & conceptual.

• Performance goalsEffectiveness & efficiency.


15

Vertical differences in management roles

Top managers —planning, conceptual skills

Middle managers —mixed skill needs

First line managers/supervisors —leading, technical skills

Operational level staff


16

Horizontal differences in management roles• Entrepreneurial managers

Growth focus• Functional managers

Specific, technical focus• General managers

Broad, whole of organisation/unit responsibilities• Project managers

Integrative, team focus


17

21st century management

• Change & innovation• Markets & technology• Diversity: markets, products & staff• Globalisation• Quality & organisational development


18

Lecture summary• Overview of management

– Management function (PLOC).• What managers actually do

– Roles: interpersonal, decisional, informational, negotiator.– Work agenda & methods.

• Managerial knowledge, skills & performance– Management job types.– Vertical & horizontal differences in management roles.

• 21st century management– Change, innovation, diversity, globalisation, quality &

organisational development.

Documents

© 2003 McGraw-Hill Australia Pty Ltd. PowerPoint Slides t/a Management: A Pacific Rim Focus Enhanced Edition. Slides prepared by David Meacheam & George