Week 6 Management Presentation

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Week 6 Management Presentation

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Week 6 Management Presentation

  1. 1. Management Week 6 Business IT/Systems
  2. 2. 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
  3. 3. 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
  4. 4. Defining management • Management... – it takes place within a structured organisational setting, 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
  5. 5. 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
  6. 6. 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 – objectives are sets
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. 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
  12. 12. Example Organisational Management Structure Finance Director IT Director HR Director Operations Director Marketing Director Sales Director Middle Management Operational Management Managing Director Top Middle Operational
  13. 13. 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
  14. 14. 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.’
  15. 15. Basic Levels of management Strategic Tactical Operational 15 Top Middle Operational (Line)
  16. 16. 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. 17. 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. 18. 18 Operational Information • used in the supervision of planned processes • execution of specific activities • monitoring staff resources and their activities
  19. 19. Levels of Management 19 Set aims Consider internal / external environment Plan and make decisions Report to top management Oversee operating management Develop and implement activities Allocate resources Report to middle management Supervise employees Co-ordinate activities Involved in day-to-day operations Strategic Tactical Operational
  20. 20. Levels of Management • ‘levels’ are zones of 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
  21. 21. 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

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