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Week 6 Management Presentation

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Week 6 Management Presentation

Week 6 Management Presentation

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    Week 6 Management Presentation Week 6 Management Presentation Presentation Transcript

    • Management
      Week 6 Business IT/Systems
    • What is Management?
      Management relates to all activities and is undertaken at all levels of an organisation
      A number of different classifications are attributed to the meaning of management and to the work of a manager
      2
    • Defining Management
      Management guru Peter Drucker says:
      “Management is tasks. Management is a discipline. But management is also people. Every achievement of management is the achievement of a manager. Every failure is failure of a manager”
      Mullins L. J., 2007, Management and Organisational Behaviour, Pearson Education Ltd, GB, pp. 166
      3
    • Defining management
      Management...
      it takes place within a structured organisationalsetting, with set roles
      is directed towards the attainment of aims and objectives
      is achieved through the efforts of people within the organisation
      Mullins (2007)
      4
    • Management Styles
      5
      • are overall method of leadership used by managers
      • they are characteristic ways of making decisions and relating to subordinates
      • managers have to perform many roles in an organisation and how they handle various situations will depend on their style of management
      Three recognised styles: Autocratic, Paternalistic, Democratic
    • Management Styles
      Autocratic (Authoritarian)
      Characteristics:
      decisions are made with little involvement from front-line workers
      management maintains total control
      top-down communications and decisions, from higher hierarchical levels to the lower ones
      tasks are allocated
      objectivesare sets
    • Management Styles
      Paternalistic (Dictatorial)
      Characteristics:
      decisions are explained
      ensures employees’ social and leisure needs are met
      believes in top-down as well as bottom-up communication
    • Management Styles
      Democratic (Social equality)
      Characteristics:
      encourages employees to take part in decision-making
      uses delegation
      operates an open-door policy to ensure that communications are carried out openly and freely
      Example: Bill Gates
    • Management Structures
      depend entirely on the organisation's objectives and the strategy chosen to achieve them
      it is the method by which staff, departments, divisions and regions work and interact with one another
      the structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management
      Two well known structures are:Hierarchical and Flat
    • Hierarchical
      has a set chain-of-command - each unit in the organisation (except that at the very top) is subordinate to another unit or division
      each individual employee communicates directly with an immediate supervisor or subordinate
      this structure, is mostly seen in large organisations and government
    • Flat
      promote a decentralised decision-making process
      increases staff involvement
      fewer or no management layers between front-line workers and the organisational leaders
      this structure works well in smaller organisations, or within smaller defined units of a large organisation
    • Example Organisational Management Structure
      Top
      Managing Director
      Finance Director
      IT Director
      HR Director
      Operations Director
      Marketing Director
      Sales Director
      Middle
      MiddleManagement
      Operational
      Operational Management
    • The decision making process
      A short audio clip from ‘The Times 100’
      http://www.thetimes100.co.uk/case-study--improving-strategic-decision-making--114-365-2.php
    • The decision making process
      A short audio clip from ‘The Times 100’ http://www.thetimes100.co.uk/case-study--improving-strategic-decision-making--114-365-2.php
      ‘Effective strategic business decisions bring together the right resources for the right markets at the right time.’
      ‘Business decisions must reflect an organisation's aims.’
      ‘To achieve its aims and objectives, a business puts in place strategies.’
      ‘Talking to customers about what they like, visiting other outlets to see the competition and examining in-house data on costs, pricing and service could provide valuable information.’
      ‘Monitoring the feedback from, or outcomes of, a decision allows the business to know what is working and what is not, which leads to a new decision making cycle.’
    • Basic Levels of management
      15
    • 16
      Strategic Information
      used to plan the aims and objectives
      assess whether the objectives are being met in practice
      monitoring the whole organisation and the business sector in which it operates
    • 17
      Tactical Information
      • used to determine how effective and efficient processes, controls and activities are
      • monitoring how resources and processes being applied
      • monitoring the co-ordination and planning through reporting
    • 18
      Operational Information
      • used in the supervision of planned processes
      • execution of specific activities
      • monitoring staff resources and their activities
    • Levels of Management
      19
      Strategic
      Tactical
      Operational
    • Levels of Management
      ‘levels’ are zonesof activity rather than as people...
      the ‘levels’ are a simplification of how we might summarise the activities at different levels in organisation
      organisations vary and the levels of responsibility, authority and control given to individual managers may vary significantly
      20
    • The nature of management
      Is to manage all processes in an organisation
      Management can be seen as an integrating activity, existing within and between departments and working groups throughout the organisation
      21