1. 1
What is an organisation?
represents
Distinct Purpose Set of Goals
Accomplished by
Design A deliberate design structure of people
Structure assignment to accomplish a distinct
purpose
Assigned to
People
Review Q1
What are the 3 unique characters of an organisation?
Critique
1. What defines the nature of an organisation?
2. How is the nature of organisations changing?

2. 2
The Changing Nature of Organisations
Distinct Purpose
Design
Structure
People
Examples
Purpose changes
• Dynamic product & service lines
• Market needs / wants changes
• Operating Modes
• Knowledge & Skills
Structure changes
• Onsite Vs Off-site assignments
• In-house Vs Outsourced/contract staffing
• Project team Vs Job Positions
People changes
• Capability specialisation
• Workforce conditions & compensations
• Job security
• Organisation loyalty

3. 3
Who are Managers?
Someone who skilfully coordinates
& oversees other people work and
contribute to the achievement of
specific organisational goals
Also involves the ability to
coordinate the use, production and
quality control of resources and
information in work processes.

4. 4
Organisation Levels of Managers
{Board of Directors or Advisory Committee}
Top Managers
Middle Managers
First line managers
Other employees
Portfolio
Managers
Program
Managers
Project Project
Managers Managers

5. 5
What is management (work)?
Controlling inputs, processes and outputs to ensure
1. Planned inputs = Actual consumptions
2. Planned process schedules = Actual process schedules
3. Planned outputs = Actual products & services
Ensuring Work
Efficiency – the
means of getting work
done in on time and
meeting budget
1. Acquire Resources
2. Specify output requirements
3. Control Risks & Issues
• Track I/P/O Variances
Source: hersheytech.com
• Report Variances
• Close or Accept Variances
Ensuring Work
Effectiveness – the
end results meet
design specifications
and customer
needs/wants

6. 6
Why is Efficiency & Effectiveness Important to Managers?
• Efficiency is getting the most output from the least amount of inputs
in order to minimise resource costs. Efficiency is often referred to as
‘doing things right.’
• Effectiveness is completing activities so that organisational goals are
attained and is often described as ‘doing the right things’.
Organisational Goals
Achieves
Ensuring Work
Efficiency – the
means of getting work LEAST FOR MORE Performance
done is on time and on
budget 1. Minimum Input & Time
Ensuring Work
Effectiveness – the
end results meet 2. Maximum Outcome quality
design specifications and/or quality
and customer
needs/wants

7. 7
Understanding Efficiency & Effectiveness
Planned Inputs = Resources XYZ
Planned Process Schedules = Datelines ABC
Planned Output = Tree-swing products
Source: http://www.eweek.org/site/news/eweek/2008_marathon/media/Lotringer_Matthews.ppt
 Actual Inputs = Resources XYZ
 Actual Process Schedules = Datelines ABC
 Actual Output = Tree-swing products

8. 8
What is the job responsibility?
Textbook’s Version of Manager’s Job 21st Century Add-ons
Ensure
Ensure
Resource Usage
Efficiency
Ensure
Goal Achievement
Effectiveness + Goal Achievement
Sustainability
Economic
Benefits
Least for More Social
Benefits
Goal driven Outcomes
Environment
Benefits
Least for More
Permanence of
Goals’ Resulting
Benefits

9. 9
What are the 4 Fayol’s Management Functions?
Strategy plans
Planning Operating plans
Org project plans
What to do?
Organise How to do?
When to do?
Who is doing?
Motivate
Lead Lead by Actions
Lead by Results
Assure & ensure
Control PLANNED = ACTUALS
Or revise PLANNED criteria

10. 10
What are the Mintzberg’s 10 managerial roles?
Interpersonal roles
1. Figurehead
Managing People 2. Leader
3. Liaison
Managing
Products Managing
& Services ICT Information roles
& 4. Monitor
Managing E-Channels 5. Disseminator
Places 6. Spokesman
Decisional roles
7. Entrepreneur (Innovator)
Making 8. Disturbance (Risks) Handler
Decisions 9. Resource allocator (Procurer)
10. Negotiator
These Solutions Those Solutions
Evaluating capability
• Self reflection of decisions & actions
• Improvement gaps analysis

11. 11
What are the Katz’s Management Skills?
Degree of
Importance
Top /Executive Conceptual
Managers Skills
Middle
Managers Human Skills
Lower Level
Technical
Managers
Skills
Know Know Know
WHAT? WHO? HOW?
WHERE?
WHEN?
WHY?
Ideas Communicate Methods
Concepts Motivate Techniques
Visions Trust Procedures
Goals Lead Models
Directions Resolve/Will Actions
Degree of Skills
Specialisation
Org Size

12. 12
Is the manager’s job universal?
Q. Is the manager’s job different in
Organisation/Job
various org levels?
Level
Leading Control Planning Organising
1. All managers perform essentially the same
functions.
2. The differences are of degree and emphasis,
not of function.
For example, lower-level managers emphasise
leading while upper-level managers spend more of
their time planning, organising and controlling.

13. 13
Is the manager’s job universal?
Q. Is the manager’s job different in
various org types (sectors)?
Yes Yes Org Type
Top /Executive Conceptual
Managers Skills
Middle
Managers Human Skills
Lower Level
Technical
Managers
Skills
1. For the most part, the manager’s job is the same
in both profit and not-for-profit organisations.
2. The most important difference is the way
performance is measured.

14. 14
Is the manager’s job universal?
Q. Is the manager’s job different in a small
organisation than in a large one?
SME Large Institutions
High
Spokesperson Resource Allocator
Liaison
Entrepreneur Monitor
Figurehead Medium Risks Handler
Leader Negotiator
Disseminator Entrepreneur
Low
Paolillo’s Manager’s Self Assessments of Roles, 1984
1. Managers in small businesses tend to emphasise the
spokesperson role and to be generalists.
2. A small business is defined as any independently
owned and operated, profit-seeking enterprise that has
fewer than 20 employees.
3. Also, the formal structure and nature of a manager’s job
in a large organisation is replaced by more informality in
a small firm.

15. 15
Is the manager’s job universal?
Q. How globally transferable is a manager’s job?
Globalisation
Maturity
Different Practices Common Practices
When managers work in different countries, they often
need to modify their managerial practices.
The choice of taking a global, transnational or localised
strategies can also influence the transferability of
management jobs

16. 16
How is the manager’s job changing?
Managers are required to manage internal & external change drivers as
part of coordinating and overseeing people work to achieve goals.
They address matters of global warming and climate change, security
threats, corporate ethics scandals, global economic and political
uncertainties, and technological advancements, change is constant.
Knowledge Workers
ICT Informed Customers
Advancements Anywhere anytime
Virtual Workforce
Global & Local
Risks Management
Security Health & Safety
Risks
Social, People well being
Governance Community Dev
Responsibilities Corporate Governance
Competition Market Drivers
Drivers Customer Needs/Wants
Carbon neutral
Climate Change
Water & Energy efficient
& The Planet Recycling

17. 17
Why study management?
The University of Management Work - the certainty
that management is needed in all types and sizes of
organisations, at all organisational levels, and in all
organisational work areas, regardless of the country
in which the organisation is located.
Everyday requirement Differentiate between
Everyone’s Life Impact GOOD & BAD
Supplier   Customer management early
The Reality of Work – be managed or manage.
Manager Subordinate
Managing yourself (& others) – acquire life skills in
planning, organisation, leadership & control skills –
take charge from concepts to achievements
Work Smarter Work Harder

18. 18
What are 21st century Management Issues?
• Workforce diversity and inclusion – women & gay
discrimination issues in some org / countries
• Managing globally across different locations
• Managing for sustainability – contributing to
o People well being and health inside & outside the
organisation
o Planet – ecosystems inside & outside the
organisation
o Governance – exercising responsibilities via
transparent engagement, decisions & reporting

19. 19
Thinking Critically About Management Concepts
1. Who is your interviewee? Is he/she a manager – use Fayol’s
functions, Mintzberg’s roles 7 Katz skills to determine your
answer
2. ‘The manager’s most basic responsibility is to focus people
towards performance of work activities to achieve desired
outcomes.’ What is your interpretation of this statement? Do
you agree with this statement? Why or why not?
3. Why do you think the skills of job candidates have become so
important to employers? What are the implications for (a)
managers in general, and (b) you personally?
4. Is there one best ‘style’ of management? Why or why not?
5. What characteristics of new organisations appeal to you?
Why? Which do not? Why?
6. In today’s environment, which is more important to
organisations – efficiency or effectiveness? Explain your
choice.
7. Can you think of situations where management does not
matter to organisations? Explain.
8. ‘Management was, is and always will be the same thing: the
art of getting things done.’ Do you agree with this statement?
Why or why not?

20. 20
Food for Thought
Orchestrate your career path to decide what
organisation goals @ what org level & what
sorts of people you want to manage
Someone who skilfully coordinates
& oversees other people work and
contribute to the achievement of
specific organisational goals
Also involves the ability to
coordinate the use, production and
quality control of resources and
information in work processes.
Orchestrate your career path to decide what
organisation goals @ what org level & what
work functions you want to manage