MCD2040 Week 1 Managers Management and Organisations T2 2016.pptx

MCD2040
Managing People and
Organisations
Week 1: Managers, Management and Organisations
Reading: Chapter 1

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Key Learning Objectives
 Describe the nature of an organisation and why managers are important
to organisations
 Classify managers and non-managerial employees
 Define management, efficiency and effectiveness
 Describe what a manager does (i.e. functions, roles and skills)
Additional Learning Objectives:
 Discuss whether the manager’s job is universal
 Outline the factors that are reshaping and redefining the manager’s job

What is an organisation?
Organisation
 a deliberate arrangement of people brought together to
accomplish a specific purpose
Common characteristics of organisations:
• a distinct purpose
• people working together
• a deliberate systematic structure
Key Learning objective. Describe the nature of an organisation.
Source: Robbins, et al. (2016). Management: The Essentials

An example: Monash University
– Purpose (Mission statement):
“Through excellent research and education, Monash will
discover, teach and collaborate with partners to meet the
challenges of the age in service of national and
international communities.”
– People
15,695 permanent and sessional academic staff,
professional and non-professional staff etc.
– Structure
• 5 local campuses, 2 international campuses (Malaysia
and South Africa), 2 international centres, 10 faculties,
numerous departments/schools
Key Learning objective. Describe the nature of an organisation.

Activity 1: (In Groups)
 Choose an organisation that you are familiar with. Using
Google to search, identify the following characteristics of
your chosen organisation:
– Purpose
– People
– Structure

The changing face of organisations
Traditional
Stable
Inflexible
Individual oriented
Command oriented
Top-down decision making
Homogeneous workforce
9am-5pm
Work at one location
Contemporary
Dynamic
Flexible
Team oriented
Involvement oriented
Participative decision making
Diverse workforce
No time boundaries
Anywhere, anytime

Why are managers important to
organisations
Managers are important for the following reasons:
 Organisations need managerial skills and abilities
because of the uncertain, complex and chaotic
environments that they operate in.
 Managers are critical to getting things done.
 Managers do matter to organisations.
Learning objective. Why are managers important to organisations..

Who is a manager?
 Someone who coordinates and oversees the work of other people so
that organisational goals can be accomplished
Key Learning objective. Classify managers and non-managerial employees.
Non-managerial employees
 people who work directly
on a job or task, and
have no responsibility
for overseeing the work
of others
 examples: sales staff

Learning objective 2. Classify managers and non-managerial employees.
What are the different managerial levels?
Top level managers
Responsible for making
organisation-wide decisions
and establishing the goals and
plans that affect the entire
organisation
Middle managers
All levels of management
between the first-line level/top
level of the organisation
First-line managers
The lowest level of
management, and manage the
work of non-managerial
employees
Source:
http://images.flatworldknowledge.com/collins_2.0/collin
s_2.0-fig06_006.jpg

 Categorise the following into their managerial levels (TOP,
MIDDLE, FIRST-LINE)
– Team leader
– Managing director
– Supervisor
– Regional manager
– CEO
– Store manager
– Shift manager
– COO
– Chairman of the Board
– Division manager
– Department head
– Office manager

What is management?
Management involves coordinating and overseeing the work
activities of others so that their activities are completed efficiently
and effectively.
Key Learning objective. Define management, efficiency and effectiveness.
What is effectiveness?
What is efficiency?
- Doing things right
- Getting the most output from the least amount of inputs
- Doing the right things
- Completing activities so that organisational goals are attained
Efficiency and effectiveness are related

What is the difference between efficiency
and effectiveness?
 Efficiency and effectiveness are related!
Learning objective. Define management, efficiency and effectiveness.
Source: Slide No. 9
http://slideplayer.com/slide/8152819/
Source: http://www.chaiwatspace.com/wp-
content/uploads/2015/10/Efficiency-and-Effectiveness-
Matrix-730.jpg

Learning objective. Define management, efficiency and effectiveness.
Why do managers need to balance
between efficiency and effectiveness?
Source: Kreitner (2008), Management

What do managers do?
 We analyse what managers do by studying the:
Key Learning objective. Describe what a manager does.

Describe the managerial functions.
Key Learning objective. Describe what a manager does (functions).

Based on the video shown here:https://youtu.be/FwOoEfxvZrc
In your groups, identify which managerial function is Melissa
the marketing manager performing in the following activities:
 Conducting one on one meetings with the employees to
encourage them to work hard and achieve the sales goals.
 Identifying that Adam will conduct some research to identify
which locations should the company advertise more to
increase sales.
 Setting the sales goal for the month.
 Putting in place staff training when she realises that in the 1st
half of the month the sales staff were not performing as well
as she expected.

Describe the managerial roles.
 Mintzberg (1973) in “The Nature of Managerial work” divides the work of
a manager into ten roles in three broad action categories:
 Interpersonal: how a manager interacts with people
– Figurehead
– Leader
– Liaison
 Informational: how manager exchanges and processes information
– Monitor
– Disseminator
– Spokesperson)
 Decisional : how a manager makes decisions
– Entrepreneur
– Disturbance handler
– Resource allocator
– Negotiator)
Key Learning objective. Describe what a manager does (roles).

Activity 4:
 Let’s watch the following video: https://youtu.be/-pL62fQbiVc
 Which role is Bernard the manager performing in the following activities?
– Sorting out conflict between employees who are fighting over the contest
– Monitoring the performance of his employees
– Conducting research and using feedback from staff and customers to
determine what items should go on sale
– Holding a daily meeting with staff to discuss the day’s specials and sales
goals
– Moving sale items to a special display area because they are not selling
well being next to generic products
– Creating the advertising for the new sale items and distributes it to
customers
– Finding a replacement for a sick employee
– Chatting with customers to get feedback
– Writing a proposal to top management on what items should go on sale

 Roles and managerial level
 Managers perform the same roles regardless of the type of
organisation, or level in the organisation
 The emphasis a manager would give to various roles changes with
organisational level
– Lower levels: Leader role more important
– Higher levels: Disseminator, figurehead, negotiator, liaison and
spokesperson roles more important

Describe the managerial skills.
Key Learning objective. Describe what a manager does (skills).
 Skills (Katz, 1974)
– Technical skills:
Knowledge of and
proficiency in a certain
specialised field
– Human skills: The ability to
work well with other
people individually and in
a group
– Conceptual skills: The
ability to think and to
conceptualise about
abstract and complex
situations
Skills and managerial level
Source: (Slide no. 3)
http://www.slideshare.net/RemyaRavindran/managerial-skills-
32845051

Let’s watch the following video, https://youtu.be/yiX5x_HI2iE
Identify which skills is Manny the manager using in the following
situations:
 Helping Kelly who is given additional responsibility by motivating and
empathising with them
 Obtaining facts that help him understand the overall situation before
speaking to Kelly about her additional responsibilities
 Teaching Kelly, the new financial analyst how to update a balance
sheet each week

What do managers do?
Key Learning objective. Describe what a manager does (skills).
Management functions vs. management roles
- The functions approach still represents the
most useful way of conceptualising the
manager’s job
Management skills
- Skills will continue to be an important way of
describing what a manager does

Explain why a manager’s job is universal
based on the following:
• Organisational level
Additional Learning objective. Discuss whether the manager’s job is universal.
The difference is simply a reflection of the
breadth (broad to narrow) of each manager’s
job.
Source: Robbins, et al. (2016). Management:
The Essentials

• Organisational area
Research shows that the relative degree and mixture of roles performed
by managers will depend on the functional area of the organisation.
However, there are roles universally required for managers due to the
nature of managing, these are: leader, liaison and disturbance handler.
Managerial Roles Functional Area
Decisional Manufacturing & Production
Interpersonal Sales & Marketing
Informational Accounting & Finance

• Organisational type
For most parts, the manager’s job is the same in both profit and not for
profit organisations.
The most important difference is in measuring performance.
Both are concerned with managers who can efficiently and effectively
plan, organise, lead and control, while managing the various parts of
the organisational system and the changing situations the organisation
faces.
Additional Learning Objective. Discuss whether the manager’s job is universal.

• Organisational size
Additional Learning Objective. Discuss whether the manager’s job is universal.
• Roles differ significantly.
• Small business managers
are more likely to be
generalists.
will be less formal.
will rely on direct
observations.
• However, both small and
large organisation
managers perform
essentially the same
activities. They differ on
how they go about doing
them and the time spent on
each.

Is the manager’s job universal?

Is management universal?
• Most of our research is “Western”
• USA mostly
• Do managers perform the same functions, roles and
need the same skills in:
• China, India, Brazil, Egypt, Iran, France, Russia,
Thailand, Burma etc.?
• We really don’t know!
• Research on managerial practices between
countries have not generally supported the
universality of management concepts

Additional Learning objective. Outline the factors that are reshaping and redefining
the manager’s job
What are the
changes
impacting on
the manager’s
job?

Summary
 Organisations have a distinct purpose, structure and is comprised of
people
 Managers perform tasks at the top, middle, and first-line levels
 All managers are expected to manage organisational resources
efficiently and effectively
 There are four functions to management - planning, organising,
leading, and controlling
 According to Mintzberg managers perform a variety of roles including
interpersonal, informational, and decisional roles
 In order to successfully perform their job, managers must possess
conceptual, human, and technical skills
 Available evidence suggest that the manager’s job is not universal
 The nature of a manager’s job is changing due to variety of factors

Next Week
 Historical Development of Management Thought – READ CHAPTER 2
– Scientific management
– General administrative theory
– Organisational behaviour

MCD2040 Week 1 Managers Management and Organisations T2 2016.pptx

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