BCU - PIO - Challenges of Management - 181013

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Presentation of a group work at the Birmingham City University in People in Organisations. The group splitted up the task "Challenges of Management" into the 5 focues from Fayol, and worked out some definitions, examples and group findings. The group also tried to match the 5 focuses with the 14 principles of management.

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BCU - PIO - Challenges of Management - 181013

  1. 1. The CHALLENGES of MANAGEMENT MSC Management People in Organisations Group-Presentation 18/10/2013 Noora Al-Abdulla Joachim Kranzler Panchapha Laochoo Navin Mahaveer Okwuchukwu Nnajiofor Solar Perera
  2. 2. Structure: topic fayol’s focus and definition findings link to the management principles example
  3. 3. PLANNING The function of management of systematically making decisions about the goals to be achieved and activities or actions needed to achieve those goals that an individual, a group, a work unit, or he overall organization will pursue in the future (Abdul Karim, 2010). 14 M-PRINCIPLES:  Strategy, targets and objectives  Information and data (historical, actual, forecast)  Understanding the rules (orgs, competitors, etc.)  Commitment (employees, customers, suppliers, etc.)  Resources (capital, labour, materials, etc.) 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Division of work Authority Discipline Unity of Command Unity of Direction Subordination of Individual interest Remuneration Centralization Scalar chain Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps. EXAMPLE: Shell booked “premature” or “aggressive” oil reserves over a long period => the firm got problems over time based on historical planning and had to miscategorise 3.9 billion barrels of it’s “proved” reserves => an enormous elimination of value!!!
  4. 4. ORGANISING The management function of assembling and coordinating human, financial, physical, information and other resources needed to achieve organizational goals (Abdul Karim, 2010). 14 M-PRINCIPLES:  Resources (capital, labour, materials, etc.)  Core-Competencies  Stability vs. Re-Organisation  Routine vs. Change Management 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Division of work Authority Discipline Unity of Command Unity of Direction Subordination of Individual interest Remuneration Centralization Scalar chain Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps. EXAMPLE: Out of the case study “Hole in the wall” there was some difficulty with organizing a clear structure of hierarchy which resulted in poor communication and coordination.
  5. 5. (leadership) COMMAND Management is doing things right; leadership is doing the right things. Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. (Drucker, 1977) 14 M-PRINCIPLES:  Setting a good example  Ethical behaviour  Social competence  Inter-personnel skills  Conviction and Spirit 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Division of work Authority Discipline Unity of Command Unity of Direction Subordination of Individual interest Remuneration Centralization Scalar chain Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps. EXAMPLE: Starbucks is known for its exceptional treatment of employees, offering things like insurance to even part-time workers. The CEO, Howard Schultz’s compassion and incredible leadership helped many employees as the firm was stricken by a robbery with three employees killed.
  6. 6. CO-ORDINATION To coordinate is to harmonize all the activities of a concern so as to facilitate its successful function involving determining the sequencing and timing of activities so that they properly mesh; allocating to things and actions their rightful proportions of resources, time and priority; adapting means to ends (Fayol, 1984) 14 M-PRINCIPLES:  Existing role allocation  Effective Communication (meetings, reports, etc.)  Organisation within the organisation  Reporting systems  Supply chains  Customer relationship 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Division of work Authority Discipline Unity of Command Unity of Direction Subordination of Individual interest Remuneration Centralization Scalar chain Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps. EXAMPLE: PIO Case Study: The manager in the case study who emailed her staff regarding a new department strategy, but hardly got any feedback since she did not communicate well with her staff.
  7. 7. CONTROL The function of management of monitoring progress and making needed changes to make sure that the organizational goals are achieved (Abdul Karim, 2010). 14 M-PRINCIPLES:  Demand of reports  Chain of command  Shared value  Style of leadership  Consequences, penalty, etc. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. Division of work Authority Discipline Unity of Command Unity of Direction Subordination of Individual interest Remuneration Centralization Scalar chain Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps. EXAMPLE: The Shell’s Committee of Managing Directors (CMD) didn’t get reliable information about the booked reserves. The organisation allowed an solo attempt by the former CEO Sir Philipp Watts => in future the company faces problems to meet their target and keep credibility.
  8. 8. Reference list: Abdul Karim, M.S. (2010) Management Funktions, Levels and Skills. [pdf] Available at:http://alumni.uniten.edu.my/Lecture%20Notes/CEPB%20323% 20Project%20Management%20and%20Construction/1)%20Module%201%2 0Management%20Functions,%20Levels%20and%20Skills%20(1st%20Sem%2 02010-11).pdf [Accessed 16 October 2013]. Drucker, P. (1977) People and performance: the best of Peter Drucker on management. London: Heinemann. Fayol, H. (1984) General and industrial management. London: Pitman.
  9. 9. Thank you! Any questions?

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