Management Introduction

Who Am I? Ms Sandra Hopkins (FHEA, MInstLM) Specialisms: Organisational behaviour, project management, leadership, employability, work based learning Worked in UK Higher Education since 1999 and also in the UK Third Sector (Charities and Voluntary organisation) for many years Languages: English, German, Spanish, BSL

Where am I from? Born in Bolton, United Kingdom. Famous for the football team Bolton Wanderers, Fred Dibnah and former textiles town.

You may always ask me questions. Finally… The favourite part of my job is supporting other people to learn. I believe that you need to make mistakes and then reflect on them in order to learn and grow. You may always ask me questions. If you wish to contact me, you can use my email address: sandrabhopkins@yahoo.com

Who are you? What is your name? What is your favourite subject in your degree course? Why? What do you do when not studying? What job do you want to do when you finish your degree?

Management and You Why this course is important to YOU: - help you pass your degree - management is universally important - help you to prepare for your future career - improve your English language skills

Assessments There are two assessments for modules BUS 211/212. You must get at least 40% in each assessment to pass the modules. Assessment 1: Individual Report (50%), hand in by Friday 7th March 2014 at the Friday lecture. Assessment 2: Exam 2 hours (50%), on 14th March 2014

In summary – tutorials are very useful! Opportunity to ask questions about anything you didn’t understand Opportunity to try out practical activities Opportunity to ask about the individual assignment In summary – tutorials are very useful!

Useful Vocabulary manager informational roles first-line managers decisional roles middle managers technical skills top managers human skills management organization/organisation efficiency characteristic effectiveness Variable planning productivity organizing loyalty leading controlling management roles interpersonal roles

Slides Slides will be online here: www.uwcentre.ac.cn/haut They will go up after each lecture for you to keep and refer to.

Today’s lecture We will look at three important starting areas: Good time management An introduction to management A history of management

1. Time Management

Time Management What is it? Why do it? How do you manage your time? What do you put in a time management plan?

Choices of time Big task versus little task Fun task versus boring task Easy take versus difficult task Need versus want Personal health!

2. Introduction to Management

Universality of Management The reality that management is needed in all types and sizes of organizations at all organizational levels in all organizational areas in all organizations, regardless of location

What is a manager? “Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.” (Robbins, 2011)

Understanding Management Why are managers important to organizations? Who are managers and where do they work? What are the functions, roles and skills of managers? Can you describe the factors that shape and define a manager’s job?

A. Importance of managers Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. Managerial skills and abilities are critical in getting things done. The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.

B. Who are managers? A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. A manager can be of any age, gender, sexuality, race, ability, academic background or nationality. A manager can be good or bad at their role.

B. Where do managers work? In organisations of different shapes and sizes with only 3 common characteristics.

B. Where do managers work? In different layers of the organisation, particularly in hierarchical organisations.

C. Functions of a manager Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. Organizing - Arranging and structuring work to accomplish organizational goals. Leading - Working with and through people to accomplish goals. Controlling - Monitoring, comparing, and correcting work.

C. Functions of a manager These 4 areas are what we will examine in more detail over the next 4 weeks.

C. Roles of a manager Roles are specific actions or behaviors expected of a manager. Mintzberg (p11) identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.

C. Skills of a manager Technical skills: Knowledge and proficiency in a specific field Human skills: The ability to work well with other people Conceptual skills: The ability to think and conceptualize about abstract and complex situations concerning the organization

C. Skills of a manager

C. Effectiveness and Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals

D. Factors shaping managers’ roles There are many factors which change and shape a manager’s role. Four of these are: Customers Innovation Sustainability Changes

D. Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival.

D. Innovation Doing things differently, exploring new territory, and taking risks. Managers should encourage employees to be aware of and act on opportunities for innovation.

D. Sustainability Sustainability is a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

D. Change

Why be a manager? Why do you want to be a manager?

3. History of Management

The History of Management Management happened. How do we know this? Great Wall of China Pyramids Adam Smith – Wealth of Nations, division of labour, 1778 – changed how we look at jobs Management changed because of: Machinery Industrial revolution creating large organisations

Summary of Approaches

Classical Approaches - Scientific Scientific: 1911, Winslow Taylor, “Best way for a job to be done”. Putting the right person on the job with the correct tools and equipment Having a standardized method of doing the job Providing an economic incentive to the worker

Classical Approaches – General Administrative Henri Fayol, 1920s, 5 management functions, focussed on activities of managers, ie, what they do. (p31) Max Weber, 1900s, bureaucracy – hierachy, structure, division of labour, ie, how management is structured.(p32)

Behavioural Approaches Hawthorne Study: started off as scientific management study on productivity but realised something else was happening. Motivation, communication, behaviour of individuals. Organisational Behaviour: How people in an organisation behave, looking at the whole of an organisation, people are the assets of organisations

Comtemporary Approaches Contingency Approach: “If this…., then…” There is no one universally applicable set of management principles (rules) by which to manage organisations. Organisations are individually different, face different situations (contingency variables), and require different ways of managing.

Which approach? It is useful to learn about all the approaches so you can think about which one you would use most as a manager. It is possible to use more than one approach. Different individuals and organisations will prefer different approaches.

Summary Today: Personal Time management Explaining management Knowledge of different approaches to management Tomorrow: Planning – one of the 4 functions of a manager

Reading Please read Chapter 8 before tomorrow’s lecture. Useful examples about different companies with case studies can be found here: http://businesscasestudies.co.uk/