lesson 01
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Learning Outcomes
Describe what an organisation is and how the concept of organisation has changed.
Describe the nature of management, define management and managers and identify their importance to contemporary work organisations.
Identify the core concepts of management.
Describe the basic management functions and the management as a process.
Describe the types of managers, roles performed by them and the requisites to become effective managers.
Identify the emerging characteristics of new work organisation.
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Management can be Exercised in
Different Contexts
Individual
Family
Organisational
National
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Session 01 - Contents
What is an organisation?
Common features of an organisation
Different perspectives on organisations
Why we need organisations?
What is a business organisation?
Classification of business organisations
Objectives of organisations
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What is an Organisation ?
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An Organisation - Definitions
A group of people who work together in a structured way for a shared purpose
(Cambridge Advanced Learners Dictionary)
An organisation is a two or more people who work together in a structured way to achieve a specific goal or set of goals.
(Stoner and Freeman,2009)
An organisation is a deliberate arrangement of people to accomplish some specific purpose.
(Robbins and Coulter, 2007)
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Common Features of an Organisation
People
Structure
Common objective/goal(Robbins and Decenzo,2004)
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Other Perspectives on
Understanding an Organisation
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An Organisation is
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“ a socio-economic entity”.This perspective views that organisations are
entities which engaged in social as well as
economic activities.
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“a social sub-system”.
This perspective views an organisation as a sub-
system of the society.
An Organisation is
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Organisations as Social
Sub-systems
What is a system?
How can we identify an organisation as
a system?
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What is a System ?
A system is an assemblage of interacting
and interdependent components working
together to achieve a common goal.
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Main Features of a System
Set of interacting components
Integrated as a whole
Operates within a certain boundary
Work together to achieve a common goal
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Organisation as a “System”
System perspective views the organisation
as a unified, purposeful system composed
of interrelated parts.
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Why we need Organisations?
Accomplishment of otherwise impossible tasks
Provision of means to achieve human needs
Organisations create and preserve knowledge
Organisations make the whole society
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What is a Business ?
A business is an any economic activity
carried out to satisfy human needs and
wants.
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Business Organisation
A business organisation is a collection of
individuals and deliberately structured entity
which produces goods and/or services utilising
limited resources to achieve its specific goals
and objectives.
Apply to all organisations: for profit, non-profit and not-for -
profit.
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Bases for Classification of
Business Organisations
Objective
Product
Ownership
Scale
Stage of Production
Legal Structure
Liability
Technology
Market
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Objectives of Business Organisations
What is an objective?Objectives are those end results toward which the
organisational activities are directed. (Koontz and Donnel)
Classification of objectivesObjectives can be classified based on the level of
significance and time horizon.
Multiple objectives of an organisation
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Business
Organisations
Employees
Trade
Associations
Political
Parties
Financial
Institutions
Owners
General
Community
Media
Customers
SuppliersCompetitors
Trade
Unions
Creditors
Debtors
Government
Customers
Educational
Institutions
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Questions
and
Clarifications
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Thank You
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Session 02 - Contents
What is management?
Management as a process
Management is an Art or a Science?
Core concepts of management
Why management?
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Management in Business Organisations
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Business
ManagementOrganisation
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What is Management?
There is no universally accepted definition
of Management.
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Different Definitions of
Management
Management Definitions
Definition – 1
Management is the art of getting things done through
other people.
Mary Parker Follet (1868-1933)
Definition – 2
Management is the art of getting things done throughand with people in formally organized group.
(Koontz)
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Management Definitions
Definition – 3
Management is the process of planning, organising, commanding, coordinating and controlling.
(Fayol,1930)
Definition – 4
Management is the process of planning, organising, leading and controlling, the efforts of organisation members and of using all other organisational resources to achieve organisational goals.
(Stoner and Freeman,2009)
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Management Definitions
Management is the attainment of organisational
goals in an effective and efficient manner through
planning, organising, leading and controlling
organisational resources.(Daft,2012)
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Definition – 5
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Hence, Management can be broadly defined asa process of planning, organising, leading andcontrolling the limited resources efficiently andeffectively to achieve predetermined goals andobjectives in an ever changing businessenvironment.
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Management in Organisations
Inputs from the environment
• Human resources
• Financial resources
• Physical resources
• Information resources
Planning
Leading
Organizing
Controlling
Goals Attained• Efficiently
• Effectively
(Source: Adapted from Van Fleet, David D., Contemporary Management, Second Edition.)
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Environment
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Core Concepts of Management
Resources
Efficiency
Effectiveness
Productivity
Process
Goals/Objectives
Environment
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( Core Concept is a notion or an idea, and in this context it refers to the key terms used
to define and understand what management is?)
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Resources
An organisation’s resources include,
Human Resources
Financial Resources
Physical Resources
Information Resources(Griffin,2012)
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Efficiency
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“Doing things right”(Drucker,2010)
The ability to minimize the use of resources in achieving
organisational objectives.(Stoner and Freeman, 2009)
Getting the most output from the least amount of inputs.(Robbins and Coulter, 2012)
A measure of how well or how productively resources are used to
achieve a goal.(Jones and George, 2009)
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Effectiveness
“Doing the right thing”(Drucker,2010)
The ability to determine appropriate objectives.
(Stoner, Freeman and Gibert, 2008)
A measure of the appropriateness of the goals an organisation is
pursuing and of the degree to which the organisation achieves
those goals.
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(Jones and George, 2009)
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Efficiency and Effectiveness in Management
(Robbins and Coulter, 2012)
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High performing organisations are
effective and efficient
(John R. Schermerhorn)
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Productivity
Productivity is the relationship between the
output generated by a production or servicesystem and the input provided to create thisoutput.
Productivity = Efficiency + Effectiveness
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Management – as a Process
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Planning
Organizing
Leading
Controlling
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Four Functions of Management
(Jones and George, 2008)40
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Management
Is it a Science or an Art?
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Management as a Science
Science is a body of knowledge pertaining to a specific field of
study. It contains theories, principles and facts.
Management as an Art
Art implies the application of knowledge and skills to bring
about the desired results.
Management is both a science as well as an art.
Science(theory) and art (practice) are both essential for
the success of management.
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Why Management?
To maximise the utilisation of scarce resources
To face the increasing competition for inputs and outputs
To enhance the quality of the products and services
To adopt/plan for the changes in the business
environment
The ultimate aim of management is to enhance the organisational productivity and performance.
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Questions
and
Clarifications
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Thank You
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Session 03 - Contents
Managers
Who is a manager?
Types of managers
Managerial skills
Managerial roles
Characteristics of new work organisations
Challenges faced by modern-day managers
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Who is a Manager?
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Manager/s
The people responsible for directing the efforts aimed at helping organisations achieve their goals.
(Stoner, Freeman and Gilbert, 2008)
Someone who coordinates and oversees the work of other people so that organisational goals can be accomplished.
(Robbins and Coulter, 2012)
Someone whose primary responsibility is to carry out the management process.
(Griffin,2012)
In general we can define a manager as someone who performs management functions in an organisation.
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Types of Managers
The Managerial Levels
First line managers
Middle managers
Top managers
Scope of the Activities
Functional managers
General managers
Responsibility of the ActivitiesLine managers
Staff managers
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Classification of Managers by the
Managerial Level
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Types of Managers based on
Managerial Level in an Organisation First-line managers
• Supervisors responsible for directing the day-to-day activities of operative employees
Middle managers• Individuals at levels of management between the first-line
manager and top management
Top managers• Individuals who are responsible for making decisions about
the direction of the organisation and establishing policies that affect all organisational members
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Types of Managers based on the Scope
of Activities in an Organisation
Production
Manager
Marketing
ManagerFinance
Manager
General
Manager
HR
Manager
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Functional and General Managers
Functional manager
A manager who is responsible for one business
function in an organisation.
General manager
The individual responsible for all the business
functions in an organisation.
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Line and Staff Managers
Line managers are responsible for work activities that directly affect organisation’soutputs and objectives.
Staff managers use technical expertise to advise and support the efforts of the line managers and workers .
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Managerial Skills
Managerial skills is generally a pre-requisite for management success. (Certo and Certo 2009)
What type of skills do managers need?
Robert L. Katz proposed that managers need three critical skills in managing an organization.
Conceptual skills
Human skills
Technical skills
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Managerial Skills
Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.
Human skills: the ability to work well with other people individually and in a group.
Technical skills: the job-specific knowledge required to perform a task. Common examples include marketing, accounting, and manufacturing.
All three skills are enhanced through formal training, reading, and practice.
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Relative Skills Needed for Effective Performance
at Different Levels of Management
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What Managers Do?
Henry Mintzberg’s Managerial Roles
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Managerial roles refers to specific actions or behaviours
expected of and exhibited by a manager.(Robbins and Coulter, 2011)
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Key Managerial Roles (Mintzberg)
Key Management
Roles
Interpersonal Roles Decisional
Roles
Informational
Roles
Figurehead
Leader
Liaison
Monitor
Disseminator
Spokesperson
Entrepreneur
(Innovator)
Disturbance
Handler
Resource Allocator
Negotiator
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Interpersonal Roles
Roles managers assume to coordinate and interact with employees
and provide direction to the organisation.
Figurehead role: Perform ceremonial and symbolic duties such as
greeting visitors, signing legal documents.
Leader role: Direct and motivate subordinates, train counsel and
communicate with subordinates.
Liaison role: Maintain information links and coordinate people inside and outside the organisation to help achieve goals.
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Informational Roles
Associated with the activities needed to obtain andtransmit information for management of theorganisation.
Monitor role: Seek and receive information from both the internal and external environment.
Disseminator role: Forward information about the changes taking place in the external and internal environment to the organisation members.
Spokesperson role: Transmit information through speeches and reports to outsiders of the organisation.
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Decisional Roles
Associated with the methods managers use to plan strategy and utilize resources to achieve goals.
Entrepreneur role: decide and initiate projects; identify new ideas, delegate idea responsibility to others.
Disturbance handler role: assume responsibility for handling an unexpected event or crisis.
Resource allocator role: assign resources between functions and divisions, set budgets of lower managers.
Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders.
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Requirements to be an Effective and
Efficient Manager
Knowledge (know what, know how)
Skills (general and specific)
Positive Attitudes (on work, people,
environment and on self)
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The New WorkplaceNew workplace Old workplace
Forces
technology digital mechanical
markets global local, domestic markets
workforces diverse homogeneous
pace change, speed stability, efficiency
events turbulent calm, predictable
Characteristics
resources information, knowledge physical assets
work flexible, virtual structured, localized
workers empowered loyal
Management competencies
Leadership dispersed, empowering autocratic
doing work by teams by individuals
relationships collaboration conflict, competition
design experimentation, learning top down control
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Challenges faced by Modern-day Managers
Managing global competition.
Facing the competition through superior efficiency, quality, innovation, and responsiveness.
Increasing performance while being an ethical manager.
Balancing the interests of different stakeholders.
Managing a diversified workforce.
Adopting new technologies.
Managing creativity, innovation and continuous change.
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Questions
and
Clarifications
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Thank You
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