The first theory to be discussed is by Henry Mintzberg, a management expert from McGill University. He was not satisfied that the role of managers merely included planning, organizing, and controlling. He thought that these functions are far too vague and do not accurately represent what managers actually do. So he decided to come up with a more accurate definition. He found that there were a few defined roles managers play in an organization and some common practices of managers. These roles will be discussed in detail in The Manager’s Job: Folklore and Fact. In an interview with CNN, Mintzberg stated: "You can teach all sorts of things that improve the practice of management with people who are managers. What you cannot do is teach management to somebody who is not a manager. You cannot teach surgery to somebody who's not a surgeon." He recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. This helps to organize companies into a more efficient culture, and it allows each member to develop their own skills. He also developed a model that describes the basic parts of an organization. The organization structure represents the efforts to align internal processes with its external environment while balancing structural dilemmas. This will be covered in Organization Design: Fashion or Fit? Changes in environment pressure forces organizations to realign structure. Which brings us to our final question, why do organizations fail to learn? This will be discussed in Three Cultures of Management: The Key to Organizational Learning by Edgar Schein.

1. Organisation & Management
in the Digital Era
Course Code: MT541 Professor: Eoghan Mac ConaillÓig Year: 2019/2020

2. Meet The Team!
2
Deepali Konstantin Maram Rebecca Vagish

3. Introduction
1st Reading
The Manager’s
Job:
Folklore and
Fact
2nd Reading
Organization
Design: Fashion
or Fit?
3rd Reading
Three Cultures
of Management:
The Key to
Organizational
Learning
3
CultureManagement Organization

4. 4
The Manager’s Job:
Folklore and Fact
Henry Mintzberg
1st READING
● The evolution of management theory?
● The nature of the Managers job?
● Assessment of Mintzberg’s reflection the
job of managers in a Networked Era?
(MIT Sloan Management Review)

5. 5
FACT OR FOLKLORE?
The senior manager needs
aggregated information,
which a formal
management information
system best provides.
FOLKLORE

6. 6
FACT OR FOLKLORE?
The manager is a reflective,
systematic planner.
FOLKLORE

7. 7
FACT OR FOLKLORE?
Involves attending ritual and
ceremony, negotiations, and
processing of soft information.
FACT

8. 8
FACT OR FOLKLORE?
Managers strongly favor
verbal media, telephone calls
and meetings, over
documents
FACT

9. The Evolution of Management
Theory
1890 19401920
9
1970 2000
Scientific
Management
Administrative
Management
Behavioral
Management
Management
Science
Organizational
Environment
(McGraw-Hill, 2006)
Mintzberg views
1979

10. The Evolution of Management
Theory
1890
10
Scientific
Management
Four principles of scientific management:
1. Scientifically study each part of a job and develop the best way
of doing it
2. Carefully select and train workers
3. Corporate with workers to ensure they use the proper method
4. divide work and responsibility between workers and managers
Folklore: The manager is a reflective, systematic planner.
Fact: Managers work at a unrelenting pace, they are strongly oriented to action and dislike reflective activities.
(McGraw-Hill, 2006)

11. The Evolution of Management
Theory
1920
11
Administrative
Management
Five functions of management:
1. Planning
2. Organsning
3. Controlling
4. Commanding
5. Coordinating
Folklore: Managers are constantly being told to spend more time planning and delegating and less time seeing customers and engaging in negotiations
Fact: Managerial work involves attending ritual and ceremony, negotiations, and processing of soft information that links the organization with its environment.
(James Lawrence, 1991)

12. The Evolution of Management
Theory
1940
12
Behavioral
Management
● Relies on the notion that managers will better understand the
human aspect to workers and treat employees as important
assets to achieve goals. Management taking a special interest in
workers makes them feel like part of a special group.
● Uses physiology and sociology to assist in understanding
human behavior in the work environment.
Folklore: The senior manager needs aggregated information, which a formal management information system best provides.
Fact: Managers strongly favor verbal media, telephone calls and meetings, over documents. They spend 80% of their time communicating,
(Henrich Greve, 2015)

13. The Evolution of Management
Theory
1970
13
Management
Science
● Depends on The use of mathematical tools as aids in managing
operations. It focuses in solving technical rather than
behavioural operations.
● Also called as “operations research”.
Folklore: managers practice a science. A science involves the enaction of systematic, analytically determined procedures or programs.
Fact: Managers’ programs remain locked deep inside their brains. Thus, to describe these programs, they rely on judgment and intuition.
(James Lawrence, 1991)

14. The Evolution of Management
Theory
2000
14
Organizational
Environment
A set of forces that surrounds an organization, and have the potential
to affect the way it operates. It aims to meet the expectation of
stakeholders .
(Forbes, 2011)

15. 15
Evolving customer needs Competitive Landscape Business growth
(AnitaZatori, 2015) (Maohua, Li, 2009) (Ju-YueonLee , 2015)
A strategy that enables products and services to be built around the needs and wants of the customers as it
critical for enhancing customer experience that's needed to develop customer relationship (Gareth Evans, 2016)

16. 16
Plan, coordinate, organize and
control
Possess interpersonal,
informational, and decisional skills
The Transformation

17. “
17
Are management theories derived from practice? Or is
it the other way around?
Do managers rely on theory? Or is it just considered
words on paper?
Conclusion: Critical considerations

18. 18
The Nature of the Managers Job
(The Balance , 2018)

19. 19
MINTZBERG: MANAGERIAL ANALYSIS
◉ What managers do?
◉ Able to control their own affairs.
◉ Link between an organisation and network of contacts.
◉ Perform a great quantity of work in less time.
◉ Demonstrated a strong preference for the verbal media.
◉ Preferred current, specific and ad hoc issues.
◉ Activity is characterized by variety, fragmentation and brevity.
(Muhammad Haider , 2012)
(steelbridgesolutions.com)

20. 20
DO YOU BELIEVE MINTZBERG’S 1975 ASSESSMENT STILL REFLECTS THE JOB
OF MANAGERS IN A NETWORKED ERA?h
Henry Mintzberg’s Managerial Roles
● Managers of all levels perform the roles described by Mintzberg on a daily basis at
organizations worldwide.
● Many managers assess their own behaviours against those described by
Mintzberg to become more self-aware of how they can improve their managerial
practices.
(Ashraf Alsinglawi , 2013)

21. 21(Mindtools.com, 2019)

22. 22
(Courses.lumenlearning.com, 2019)
10 Managerial Rolesps://youtu.be/pFWuBfKUyHA

23. 23
Conclusion:
● Managers delegate responsibilities to their department/team to achieve the
organization’s goal.
● The 3 key skills associated with a manager are leadership, organization &
excellent planning.
● These 3 skills have evolved overtime where nowadays we see executives
supporting managers and managers mentoring their team to meet the
organization’s goals and fulfilling the needs of their customers and clients.

24. 24
Organization Design:
Fashion or Fit?
2nd READING
● Why are organisations important?
● What are the dimensions of an
organisation?
● How, according to Mintzberg, are
organisations configured?
Henry Mintzberg
(McGill University)

25. “
25
Why are organizations important?

26. “Organizations make our daily lives a lot easier and allow us to lead our lives the
way we want.“
Importance of Organizations
26

27. 27
Produce
goods &
services
efficiently
Bring
together
resources
to achieve
desired
goals
Facilitate
innovation
Use
modern
techno-
logies
Adapt to
and
influence an
environ-
ment
Create
values for
owners,
customers
and
employees
Accommodate
challenges of
diversity,
ethics,
motivation &
coordination
of employees
Importance of Organizations
according to Richard Daft
(Richard Daft, 2004)

28. “
28
What are the dimensions of an
Organization?

29. Middle Line (Managers between operating workers & top management)
Support Staff (Supporting outside the production like cafeteria, IT etc.)
Technostructure (Supporting by administration, bureaucracy etc.)
Strategic Apex (CEO, Board, top management etc.)
Dimensions of an Organization
1
2
3
4
5
According to Mintzberg there are 5 basic parts of an organization:
(Henry Mintzberg, 1982) 29
Operating Core (Value creators like production, sales etc. )

30. Dimensions of an Organization
30
Contextual Dimensions
Culture
Goals
and
Strategy
Size
Structural Dimensions
● Formalization
● Specialization
● Hierarchy of authority
● Centralization
● Professionalism
● Personnel ratios
Environment
Technology
(Richard Daft, 2004)

31. “
31
How, according to Mintzberg,
are organizations configured?

32. ● CEO delegates tasks to the
operating core
● Operating core do the basic
work
● Ideal for small organizations
● Attributes:
○ fast
○ flexible
○ lean
The Simple Structure
32(Henry Mintzberg, 1982)
Mintzberg’s 5 Organization
Configurations:

33. Machine Bureaucracy
33
● Ideal for large, mass
production organizations
● Support staff (IT, HR etc.) &
Technostructure (Training,
Procedures) is needed
● Attributes:
○ Work is very formalised
○ many routines
○ decision making is
centralized
○ functional departments
(Henry Mintzberg, 1982)
STRATEGIC APEX
Mintzberg’s 5 Organization
Configurations:
SUPPORT
STAFF

34. Professional Bureaucracy
34
● Professional & individual
expertise required
(Hospitals, Universities etc.)
● Unique customer
experiences
● Attributes:
○ Decentralized
○ Highly trained
employees
STRATEGIC APEX
TECHNOSTRUCTURE
SUPPORT STAFF
MIDDLE LINE
OPERATING CORE
(Henry Mintzberg, 1982)
Mintzberg’s 5 Organization
Configurations:

35. Divisionalized Form
35
● Ideal for large organizations
with different business units
& product lines
● Strategic apex (or HQ)
supports a number of
independent divisions
STRATEGIC APEX
TECHNOSTRUCTURE
SUPPORT
STAFF
MIDDLE LINE
OPERATING CORE
(Henry Mintzberg, 1982)
Mintzberg’s 5 Organization
Configurations:

36. Adhocracy
36
STRATEGIC APEX
MIDDLE LINE
OPERATING CORE
(Henry Mintzberg, 1982)
Mintzberg’s 5 Organization
Configurations:
● Common in dynamic &
complex industries
● Ideal for project-based
industries (where is a need to
innovate)
● Attributes:
○ Little formalization
○ Adaptable
○ Decentralized
decision-making

37. + Precise descriptions of organizations are possible
+ Good solution finding tool for managers
- Focus should be on the “real“ goals
- Hard to name an Organization exactly after one organizational
configuration (more a scientific / theoretical resource than real life
examples)
37
Conclusion:

38. 38
Three Cultures of
Management: The Key to
Organizational Learning
Edgar Schein
3rd READING
“The three communities of executives, engineers,
and operators do not really understand each
other very well. A lack of alignment among the
three groups can hinder learning in the
organisation”
(ToolsHero.com)

39. 39
Culture, Subculture, and Occupational Communities
Culture
A set of basic tactic assumptions about how the world is and ought to be
that a group of people share and that determines their perceptions, thoughts,
feelings and to some degree their overt behaviour.
A cultural group within a larger culture, often having beliefs or
interests at variance with those of the larger culture.
Occupational
Communities
Represent bounded work cultures populated by people who
share similar identities and values that transcendent specific
organizational settings
Subculture
(Edgar Schein, 1996)

40. 40
Why Organisational Innovations either Don’t Occur or Fail to
Survive?
Operator Culture
Day to day operations that help
to get the product/ service out
in the market. This includes
processing, procurement,
deliveries, etc.
Based on human interactions
and teamwork.
Technical specialists,
engineers, IT.
Preoccupied with
designing humans out
of the systems rather
than into them.
Executive Culture
CEO, board members,
department leaders, financial
heads.
They tend to see themselves
as lone heros.
Engineering Culture
(Edgar Schein, 1996)

41. Disagreement
between
engineering and
executive cultures
on how to make
organisations work
effectively
Implications of the Three
Cultures
Each of the cultures
form their own
viewpoints
Executive and
engineering
cultures are
occupational
communities with
shared common
worldview
The executive and
engineering
cultures are task
focused and
assume that people
are the problem
41(Edgar Schein, 1996)

42. 42

43. 43
Reasons for Downfall
“Nokia’s culture of status has led to an atmosphere of
shared fear which influenced how employees were interacting
with each other. The human factor was added to economic and
structural factors and together they have generated a state of
temporal myopia that hindered Nokia’s ability to innovate.”
Inferior
technology
Arrogance
amongst top
level
management
Lack of
vision

44. 44

45. How Disney managed to thrive in its operations?
◉ Creating an inclusive environment
for 'EVERYONE'
◉ Recruiting, hiring, and training the
right employees while empowering
them.
◉ Weave Disney values into the minds
and behaviors of its employees
◉ Sending employees to 'Disney
University' for training
◉ Use of Reward programmes to
promote creativity.
◉ Hosting a 'Gong Show' where all
employees can pitch movie ideas to
the executives
◉ Managing through socialization and
innovation.
◉ Disney Corporation keeps that belief
alive by investing in its greatest
investment; its employees.
45
Everyone is
welcomed!

46. 46
- We must take the concept of culture more seriously rather than manipulating a
few priorities and calling that “culture change,”
- Acknowledge that a consequence of technological complexity, globalism, and
universal transparency is that some of the old assumptions no longer work.
- Finding ways to communicate by learning how to conduct cross-cultural
“dialogues.”
- The key to organizational learning may be in helping executives and engineers
learn how to learn, how to analyze their own cultures, and how to evolve those
cultures around their strengths.
Conclusion:

47. Any questions ?
Thanks!
47

48. References
◉ http://www.netmba.com/mgmt
/scientific/
◉ https://apps.dtic.mil/dtic/tr/fullt
ext/u2/a235762.pdf
◉ https://www.academia.edu/12
134643/Organizational_Envir
onment_Theory
◉ https://www.forbes.com/sites/
85broads/2011/05/03/how-de
eply-engaging-stakeholders-c
hanges-everything/#15fde73b
6932
◉ https://courses.lumenlearni
ng.com/principlesmanage
ment/chapter/1-2-who-are-
managers/
◉ https://www.mindtools.com/
pages/article/management-
roles.htm
◉ https://www.slideshare.net/
KoolMazzy/the-nature-of-m
anagement-managers-and-
their
◉ https://medium.com/multipli
er-magazine/why-did-nokia
-fail-81110d981787
◉ https://www.linkedin.com/p
ulse/walt-disneys-dream-cu
lture-tara-mapes/
48