Tut 2
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1. The document discusses the changing nature of organizations and how their distinct purposes, design structures, and people are dynamically adapting. 2. It defines managers as those who skillfully coordinate and oversee other people's work to achieve organizational goals. Managers coordinate resources and information to accomplish work processes. 3. Management work involves controlling inputs, processes, and outputs to ensure planned versus actual consumption, schedules, and products/services. Ensuring efficiency and effectiveness is important for managers.
Tut 2
- 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? Textbooks Version of Managers 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 Fayols 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 Mintzbergs 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 Katzs 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 managers job universal? Q. Is the managers 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 managers job universal? Q. Is the managers 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 managers 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 managers job universal? Q. Is the managers 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 Paolillos Managers 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 managers job in a large organisation is replaced by more informality in a small firm.
- 15. 15 Is the managers job universal? Q. How globally transferable is a managers 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 managers 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 Everyones 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 Fayols functions, Mintzbergs roles 7 Katz skills to determine your answer 2. The managers 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 todays 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