![Recent
Trends:
Systems
Thinking
• System = Input ➔ Process ➔ Output
• The ability to see the distinct elements of a
situation as well as the complexities
• The relationship among the parts form
the whole system
• Subsystems are parts of the system that
are all interconnected
• Synergy – the whole is greater than the
sum of its parts
• Managers must understand subsystem
interdependence and synergy
• Self-Adaptation: Basic System + [Feedback
+ Control]](https://image.slidesharecdn.com/lecture1introductiontomangementandmanagementthinking-241227092755-a106759f/85/Lecture-1-Introduction-to-Mangement-and-Management-thinking-pdf-51-320.jpg)
Lecture 1 Introduction to Mangement and Management thinking.pdf
- 1. Introduction to key management concepts
- 2. Main Focus of the Course ✓ Managerial Functions Planning Controlling Organizing Leading ✓ Activities and Skills associated with each function ✓ Internal and External Environment of organization ✓ Ethics in management ✓ Influences on how managers perform these functions
- 3. Key text for the course Richard L. Daft (2012). Management (12thedition). Will be Available on SLATE
- 4. Why to Study Management
- 5. ➢ Increase in Complexity of the Organizations ➢ Managing is more complicated than it used to be ➢ Today’s organisations are struggling to remain competitive in the face of the following factors: Changing technology New business models Increasingly tough global competition, Uncertain environment, Cut backs in personnel and resources Massive worldwide economic, political and socialchange
- 6. What is ‘management’? “The attainment of organisational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources“ What are the two core things mentioned in the definition above?
- 7. The first part of our definition of management: the FOUR functions Functions refers to certain activities that managers perform. Planning Organising Leading Controlling
- 9. The four functions of management
- 10. Organisational performance: attainment of goals • The attainment of organisational goals in an effective and efficient manner • Management is important because organisations are important • They bring together knowledge, people and raw material to perform tasks no individual could do alone • Organizations pervade our society, and managers are responsible for seeing that resources are used wisely to attain organizational goals. The 2nd part of the definition of management:
- 11. What is an ‘organisation’? 3 Key terms in the definition • Social entity: made up of two or morepeople • Goal directed: been designed to achieve some outcome such as, make a profit, meet spiritual needs, provide, social satisfaction etc • Deliberately structured: tasks are divided and responsibility for their performance is assigned to organisational members • The above definition applies to all organisations, whether profit making or not for profit goal directed and Definition: social entity that is deliberately structured
- 12. The manager’s responsibility is to manage resources… EFFICIENTL Y EFFECTIVELY And
- 13. • Organizational effectiveness – providing a product or service that customers value ➔ achieving a goal • Organizational efficiency refers to the amount of resources used to achieve an organizational goal; ≈ Productivity = Output / Input • High Performance – The ability to attain its goals by using resources efficiently & effectively
- 15. Performance The organisation’s ability to attain its goals by using resources in an efficient and effective manner A firm could be efficient but not effective. E.g. a firmcould very efficiently produce portable CD players but still not succeed because the market for such devices has largely been supplanted by the iPod and similar MP3 players.A firm that produces products that no one wants is therefore not effective.
- 16. Management skills A manager’s job is complex and multi dimensional requires a range of skills (abilities,competencies). Although management theorists propose a long list of skills, they can be summarized in 3 broadcategories 1. Technical skills 2. Human skills 3. Conceptual skills The manager’s job requires a combination of technical competence, human conceptual ability to perform skills, and the four management functions.
- 18. Importance of the threeskills at different managerial levels The emphasis on these skills changes as the manager moves up the organisational hierarchy Technical skills will be more important at the lower levels of management and will become less important at the higher levels Conceptual skills will become important at the higher levels of management. Human skills are necessary at all levels
- 19. Relationship of the three kind of skills to management
- 20. An organisation chart to illustrate vertical and horizontal differences Vertical differences Horizontal differences
- 21. When skills fail A manager’s weaknesses become more apparent during stressful times of uncertainty, change,or crisis.
- 22. Determinants of a manager’sjob Different levels of the hierarchy (vertical differences) Different departments (horizontal differences) Different requirements for reaching high performance
- 23. Management Types: Vertical • Top managers are responsible for the entire organization • Middle managers are responsible for business units • Project managers: Responsible for misinterpreting signals • First-line managers are responsible for production of goods and services
- 24. Management Types: Horizontal • Functional Managers are responsible for departments that perform specific tasks • General Managers are responsible for several departments
- 26. Ayesha Bano FAST Spring 2020 Level in hierarchy Titles Responsible for: Time horizon Top MD,Chairperson, Executive Director, CEO, General Manager Entire organization, Setting org goals, defining strategies, communicating a shared vision Long term future Middle Dept head,Division head, Project manager (where work is being done by ever changing teams) Major functional depts., implementing strategies and policies,establishing good relationship with peers, encourage teamwork, resolve conflicts Near future First line Supervisor,Line manager,Section chief, Office manager Production of goods and services, groups of non- managerial employees, application of rules Short, accomplishing day to day activities
- 27. Making The Leap: Becoming A New Manager • Organizations often promote star performers to management • Becoming a manager is a transformation Move from being a doer to a coordinator • Many new managers expect more freedom to make changes • Successful managers build teams and networks Many make the transformation “trial by fire”
- 28. Making the leap from individual performer to manager
- 29. Understanding what is meant by ‘roles’ Think of the different roles you play. Now think of the different things you’re expected to do in these roles. Do the expectations and responsibilities depend on the person performing that role? Similarly,when describing what managers do from a roles perspective, we’re not looking at a specific person, but at the expectations and responsibilities that are associated with being the person in that role.
- 31. Mintzberg’s Managerial roles 3 general Managerial roles are divided into categories: 1. Informational (managing by information) 2. Interpersonal (managing through people) 3. Decisional (managing through action)
- 32. Key managerial roles (Mintzberg) Key Management Roles Interpersonal Roles Decisional Roles Informational Roles 1. Figurehead 2. Leader 3. Liaison 1. Monitor 2. Disseminator 3. Spokesperson 1. Entrepreneur 2. Disturbance handler 3. Negotiator 4. Resource allocator
- 33. Each role represents activities managers undertake to accomplish the functions of planning, organizing, controlling and leading. Important: the real job of management cannot be practiced as a set of independent parts. All the roles interact in the real world of management.
- 34. Managing in an uncertain world How do you learn to be a manager in an uncertain and rapidly changing world? Management is both an art and a science. Thus managers must blend an element of intuition and personal insight with hard data and objective facts.
- 37. 2.1 Management Perspectives over Time
- 39. Classical Perspective •Scientific Management •Bureaucratic Organizations •Administrative Principles
- 40. 2.2 Characteristics of Scientific Management
- 41. 2.3 Characteristics of Weberian Bureaucracy
- 44. Humanistic Perspective (continued): Human Resources Perspective • From worker participation and considerate leadership to managing work performance • Combine motivation with job design • Maslow and McGregor extended and challenged current theories • Maslow’s Hierarchy • Theory X and Theory Y
- 45. 2.4 Theory X and Theory Y
- 46. Maslow’s Hierarchy Of Needs
- 47. Humanistic Perspective (continued): Behavioral Sciences Approach • Scientific methods + sociology, psychology, anthropology, economics… • Organizational Development – field that uses behavioral sciences to improve organization • Other strategies based on behavioral science: • Matrix Organizations • Self-Managed Teams • Corporate Culture • Management by Wandering Around
- 49. Quantitative Perspective • Also referred to as Management Science (a.k.a. Operations Research, MS/OR, Decision Science) • Use of mathematics and statistics to aid management decision making • Enhanced by development and growth of the computer • Operations Management focuses on the physical production of goods and services • Information technology focuses on technology and software to aid managers
- 50. Recent Trends: Contingency View and Systems Perspective
- 51. Recent Trends: Systems Thinking • System = Input ➔ Process ➔ Output • The ability to see the distinct elements of a situation as well as the complexities • The relationship among the parts form the whole system • Subsystems are parts of the system that are all interconnected • Synergy – the whole is greater than the sum of its parts • Managers must understand subsystem interdependence and synergy • Self-Adaptation: Basic System + [Feedback + Control]
- 52. 2.5 Systems Thinking and Circles of Causality
- 53. Recent Trends: Contingency View Every situation is unique, there is no universal management theory Managers must determine what method will work Managers must identify key contingencies for the current situation Organizational structure should depend upon industry and other variables
- 54. 2.6 Contingency View of Management
- 55. Recent Trends: Total Quality Management (TQM) • Quality movement is strongly associated with Japan • The US ignored the ideas of W. Edwards Deming, “Father of the Quality Movement” • TQM became popular in the 1980s and 90s • Integrate high-quality values in every activity
- 56. Elements of TQM Employee involvement Focus on the customer Benchmarking Process Improvement Each process improvement ➔ Improvement of the whole organization Continuous improvement
- 57. Innovative Management: Thinking for a Changing World Management ideas trace their roots to historical perspectives New ideas continue to emerge to meet the changing needs and difficult times The shelf life of trends is getting shorter and new ideas peak in fewer than three years
- 58. Managing the Technology- Driven Workplace • Big Data Analytics • The newest business technology is big data analytics, which refers to technologies, skills, and processes for searching and examining massive, complex sets of data that traditional data processing applications cannot handle to uncover hidden patterns and correlations. • Examples • Facebook • Amazon
- 59. Managing the Technology- Driven Workplace Customer Relationship Management – technology used to build relationship with customers Outsourcing – contracting functions or activities to other organizations to cut costs Supply Chain Management – managing supplier and purchaser relationships to get goods to consumers
- 60. 2.7 Supply Chain for a Retail Organization
- 61. Managing the People- Driven Workplace • The bossless workplace • A renewed emphasis on employee engagement Examples of Bossless companies • Valve Software (Web platform for video games) • Netflix (video streaming and rentals) • Atlassian (enterprise software) • GE Aviation (aviation manufacturing) • W. L. Gore & Associates (best known for Gore-Tex fabrics) • Whole Foods • Market (supermarkets) • Semco (diversified manufacturing, described previously),