the new manager. learning objectives understand the relationship between management and the...
TRANSCRIPT
![Page 1: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/1.jpg)
The New Manager
![Page 2: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/2.jpg)
Learning Objectives
• Understand the relationship between management and the organization
• Appreciate the evolution of management thought
• Understand various management functions and roles
• Prepare for the IPMA Fellowship
![Page 3: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/3.jpg)
Management & The Organization
![Page 4: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/4.jpg)
Learning Objectives
• Understand the role of the New Manager in light of various drivers for change
• Appreciate the associated competencies and styles required by The New Manager
![Page 5: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/5.jpg)
What is an Organization?
• “a collection of interacting and interdependent individuals who work towards common goals and whose relationships are determined according to a certain structure”
(Duncan, 1981)
![Page 6: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/6.jpg)
What is Management?
• “a process which exists to get results by making the best use of the human, financial and material resources available to the organization and to individual managers”
(Armstrong, 1990)
![Page 7: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/7.jpg)
Key Organizational Concepts
The Organization
Division of LaborDivision of Labor Span of ControlSpan of Control
ConfigurationConfigurationOrganizational
Chart
OrganizationalChart
AdministrativeHierarchy
AdministrativeHierarchy
![Page 8: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/8.jpg)
Division of Labor
• How activities within the organization are allocated into different jobs or tasks performed by different individuals
![Page 9: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/9.jpg)
Division of Labor - Advantages
• Most Efficient Utilization of Labor
• Increased Standardization
• Uniformity of Output
• Reduction in Training Costs
• Heightened Expertise
![Page 10: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/10.jpg)
Administrative Hierarchy
• Reporting Relationships from the lowest level to the highest in the organization
• An administrative hierarchy is inversely related to the Span of Control– organizations with a large span of control have a
small amount of managers in the hierarchy– organizations with a small span of control have a
large administrative hierarchy
![Page 11: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/11.jpg)
The Organizational Chart
• A representation detailing all individuals, positions, reporting relationships, and formal lines of communication within the organization
![Page 12: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/12.jpg)
The Organizational Chart
• An organizational chart illustrates– Division of Work– Managers & Subordinates– Type of Work– Business Functions– Levels of Management
![Page 13: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/13.jpg)
Dimensions of Organizational Structure
• Specialization– How Tasks and Roles are Allocated
• Standardization– How an organization adopts procedures
• Formalization– The degree to which rules and procedures
are documented
![Page 14: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/14.jpg)
• Centralization– The degree to which authority and decision
making are located at the top of the organization
• Configuration– The shape of the organization’s role structure
• Traditionalism– The way procedures are understood or ‘the way
we do things around here’
Dimensions of Organizational Structure
![Page 15: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/15.jpg)
Four Underlying Dimensions
Structuring of Activities
Concentration ofAuthority
Line Control of theWorkforce
Supportive Component
Source: Pugh et al., 1969
![Page 16: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/16.jpg)
Structuring of Activities
• The extent to which there are defined regulation of employee behavior
• Processes supported– Specialization– Formalization– Standardization
![Page 17: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/17.jpg)
Line Control of the Workforce
• The extent by which control of the work is under the control of line management rather than through other interpersonal and detached procedures
![Page 18: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/18.jpg)
Supportive Component
• The comparative size of the administrative and other personnel outside that of the core workflow personnel
![Page 19: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/19.jpg)
Evolution of Management Thought
![Page 20: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/20.jpg)
Evolution of Management Thought
Organizational BehaviorOrganizational Behavior
Human RelationsHuman Relations
Hawthorne StudiesHawthorne Studies
Scientific ManagementScientific Management1900’s
1940’s
1970’s
Classical Organization TheoryClassical Organization Theory
![Page 21: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/21.jpg)
Scientific Management - Key Features
• Scientific or systematic compilation of information regarding the work tasks to be performed
• Breakdown of tasks into smallest unit
• Task simplification where appropriate
![Page 22: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/22.jpg)
Scientific Management - Key Features
• Introduction of time and motion studies to obtain the ‘one best way’ of working
• Link pay-to-performance
• Removal of employees’ discretion or control over their own activities– Planning– Organizing– Controlling
![Page 23: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/23.jpg)
Job Simplification
• Mechanical Pacing– Automated assembly lines to monitor and effectively deliver
products
• Part Product Concentration– Product broken down into parts and line staff allocated to
produce only parts of the overall product
• Repetitive Work Processes– Replication of tasks by employees
![Page 24: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/24.jpg)
Job Simplification
• Limited Social Interaction– Employees are not encouraged to interact
• Low Skill Requirements– Minimal training required as a result of the
decomposition of the task into constituent parts and divided amongst staff
• Pre-set Tools & Techniques– Precise allocation of tools and techniques to the
accomplishment of the task
![Page 25: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/25.jpg)
Scientific Management - Advantages
• Highlighted the need for concentration on employee performance and production
• Introduction of standardized procedures
• Job Specialization and Mass Production
![Page 26: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/26.jpg)
Organizational Behavior
Systems PerspectiveSystems Perspective
Contingency PerspectiveContingency Perspective
![Page 27: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/27.jpg)
The Systems Perspective
InputsInputs OutputsOutputsTransformationTransformation
Feedback
Environment
![Page 28: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/28.jpg)
Management Functions & Roles
![Page 29: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/29.jpg)
Traditional Functions of Management
Planning Organizing
Controlling Leading
![Page 30: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/30.jpg)
Planning
• Deciding in advance what is going to be done in the organization
• Determining goals and ways to achieve these goals
• Not a static but an ongoing process
![Page 31: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/31.jpg)
Planning - Core Skills
• Forecasting
• Scheduling
• Budgeting
• Setting Objectives
![Page 32: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/32.jpg)
Organizing
• Effectively using resources to meet the organizational goals
• Design of systems and structures to achieve this end
![Page 33: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/33.jpg)
Organizing - Core Skills
• Hiring
• Coordinating
• Delegating
• Resource Allocation
![Page 34: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/34.jpg)
Directing
• Motivating and assisting employees to achieve the organizational objectives
• Using motivating
![Page 35: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/35.jpg)
Directing - Core Skills
• Hiring
• Coordination
• Delegation
• Resource Allocation
![Page 36: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/36.jpg)
Controlling
• Ensuring that work activities are performed in line with the organization’s stated goals
• Monitoring the actual performance and taking the necessary steps required to improve performance
• Keeping the organization on a prescribed course of action
![Page 37: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/37.jpg)
Controlling
• Coordinating
• Coaching/Mentoring
• Resource Allocation
• Conflict Management/Problem Solving
• Objective Setting
![Page 38: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/38.jpg)
Managerial Roles
InformationalDecisional
Interpersonal
![Page 39: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/39.jpg)
The New Manager
![Page 40: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/40.jpg)
Drivers for Change
• Economic, Social & Political
• Globalization
• Technological Advancements
![Page 41: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/41.jpg)
Economic, Social & Political
• Market Economy
• Worker Mobility
• Diverse Workforce
![Page 42: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/42.jpg)
Globalization
• Search for Excellence
• Focus on Quality
• Supply Chain Management
• Customer Expectations & Satisfaction
![Page 43: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/43.jpg)
Technological Advancements
• Product Life Cycles
• Informational Flows
• Data Management
• Communication Technologies
![Page 44: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/44.jpg)
20th V’s 21st Century Organizations
• 20th Century– Bureaucratic– Multi-levelled– Organised with
expectation that senior management will manage
– Policies and procedures that create many interdependencies
• 21st Century– Non-bureaucratic
– Fewer levels
– Expectation that senior management leads; lower level employees manage
– Policy and procedures with minimal interdependencies
![Page 45: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/45.jpg)
An Extended Perspective
Traditional Role• Planning• Organizing• Leading• Controlling
Extended Role• Strategist• Organizational
Ambassador• Change Leader• Team Player• Problem Solver
![Page 46: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/46.jpg)
Boyatzis Management Competencies
Goal & Action Management Cluster
The Leadership Cluster
The Human Resource Management Cluster
The Focus On Others Cluster
The Directing Others Cluster
Source: Boyatzis, 1982
![Page 47: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/47.jpg)
Goal & Action Management Cluster
• Concern with Impact– Concerned about status and reputation– Concerned with symbols of power to have an
impact on others
• Diagnostic Use of Concepts– Recognizing patterns from an assortment of
information– Bringing a concept to a situation and being able to
interpret events through that concept
![Page 48: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/48.jpg)
Autocratic with Group’s Review & Feedback
• The leader defines the problem, diagnoses, generates and chooses solution from alternatives
• The leader then presents the solution plan to the group for feedback and review
![Page 49: The New Manager. Learning Objectives Understand the relationship between management and the organization Appreciate the evolution of management thought](https://reader036.vdocuments.us/reader036/viewer/2022062422/56649e7d5503460f94b8098c/html5/thumbnails/49.jpg)
High Performance Competencies
Cognitive
Motivation
Directional
Achievement