principles of management advanced certificate in management studies
DESCRIPTION
STUDY GUIDE Introduction to management Evolution of management theory Management environment Management process Contemporary management issuesTRANSCRIPT
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PRINCIPLES OF MANAGEMENT
ADVANCED CERTIFICATE IN MANAGEMENT STUDIES
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INTRODUCTION
• Andrew Tucker
• B Com LLB
• 20 years experience in the workplace• Managed law firm
• Managed start-up
• Managed corporate division - +/- 800 staff
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STUDY GUIDE
• Introduction to management
• Evolution of management theory
• Management environment
• Management process
• Contemporary management issues
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INTRODUCTION TO MANAGEMENT
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THE NATURE OF MANAGEMENT
• The fundamental functions of a manager link up in a specific sequence to form a process, which comprises, planning, organising, leading and controlling.• (Smit et al, 2011:6)
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FOCUS AREA
• See definitions on page 15• Levels of management on page 16
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LEVELS OF MANAGEMENT
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THE “NEW” ORGANISATION VS THE “OLD”
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KEY MANAGEMENT CHALLENGES• Globalisation• Technological advancement• Transformation of the workplace• Managing diversity• Increased power and demands of customers• Intellectual capital and learning• Roles and expectations of workers• HIV/Aids
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EVOLUTION OF MANAGEMENT THEORY
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FROM ANCIENT EGYPT TO 2015 …………………• Why study management theory?• To develop a holistic understanding of the discipline
and professional competence• What is theory?• See page 45
• Factors influencing the development of management theory
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FROM JUST NOW TO NOW
• The Classical Management School• Scientific Management• Administrative Management
• The Human Relations School• The Quantitative Management Approach• Contemporary management• Systems Theory• Contingency Theory• Total Quality Management• Learning Organisation• Re-Engineering
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TIMELINE
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THE CLASSICAL MANAGEMENT SCHOOLScientific Management
• Focus: To increase productivity of the worker
• Proponents: Fredrick Taylor – increase specialisation & division of labour, four principles to increase efficiency Frank & Lillian Gilbreth – focus on simplification by analysis, identification of better methods & re-organise individual actionsHenry Gantt – pay bonus to those who beat daily target, scheduling chart
• Downside: neglected the human side which led to worker distrust
Administrative Management• Focus: to increase productivity of the
organisation
• Proponents: Henri Fayol – process approach – identified 14 principles and the five basic functions of managementMax Weber – bureaucratic management – hierarchy governed by lines of authority
• Downside: rigid and slow to change, undermines creativity, inflexible
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THE HUMAN RELATIONS APPROACH• Focus: the needs of the worker• Proponents: Elton Mayo – when workers given special attention productivity
improves, peer pressure is more powerful than management demands, managers must consider workers family situationMary Parker Follet – the worker knows the most about their job and should contribute to analysisDouglas McGregor – Theory X – managers believe workers lazy & Theory Y – managers create climate for workers to performChester Barnard – align the workers goals with the organisations goals, identified three functions of executive management
• Downside: Human nature is complex – difficult to generalise
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QUANTITATIVE MANAGEMENT APPROACH
• Focus: increase productivity through use of quantitative techniques to efficiently use organisations resources
• Tools and Techniques used: Linear programming, PERT/CPM, Regression analysis
• Downside: relies on mathematical & statistical models & methods not always understood by managers or workers. Ignores the human element
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CONTEMPORARY APPROACHES
Systems Theory• Previous theories have two major
shortcomings – ignores influence of the environment & focus on one area to exclusion of others
• System approach – organisation is a unified system composed of interrelated elements – synergy
Contingency Theory• Managerial action must be
appropriate to the situation• Advantage is that it is flexible &
allows for use of a combination of approaches
• Disadvantage is that it requires managers to be skilled in application of all the different approaches
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CONTEMPORARY APPROACHESChaos Theory
• The organisation is dynamic – events can rarely be controlled
• “orderly disorder” (Tetenbaum, 1998)
• Characterised by knowledge sharing, teamwork, innovation & creativity, diversity, strong core values
• Managements role to destabilise the system, build resilience to change, manage transition
Other Theories• Total Quality management (TQM)
• Prevent mistakes
• Six Sigma
• Reduce waste, produce better, faster & cheaper
• Learning Organisation
• Promote dialogue, lifelong learning, sharing
• Re-engineering
• Redesign process to increase customer value & cut cost
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THE MANAGEMENT ENVIRONMENT
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THE MANAGEMENT ENVIRONMENT
• Micro environment• Organisation itself over which management has control
• Market / Task environment• Industry environment
• Macro environment• Outside of the market environment
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PORTERS FIVE
FORCES
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THE MANAGEMENT PROCESS
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THE FOUR FUNCTIONS
• Planning• Leading• Organising• Controlling
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THE AREAS OF MANAGEMENT
• Financial
• Marketing
• Human resources
• Operations
• Purchasing
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MANAGEMENT AND LEADERSHIP
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CONTEMPORARY MANAGEMENT ISSUES
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CONTEMPORARY ISSUES
• Decision making• Motivation• Communication• Groups and Teams
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