Principles of management Advanced certificate in management studies

Introduction Andrew Tucker B Com LLB Admitted attorney of the High Court of South Africa (non-practicing) 20 years experience in the workplace Managed law firm Managed start-up Managed corporate division - +/- 800 staff

Introduction to management Evolution of management theory Study guide Introduction to management Evolution of management theory Management environment Management process Contemporary management issues

Introduction to management

The nature of management The fundamental functions of a manager link up in a specific sequence to form a process, which comprises, planning, organising, leading and controlling. (Smit et al, 2011:6)

Focus area See definitions on page 13/14 Levels of management on page 15

Levels of management

The “new” organisation vs the “old”

Key management challenges Globalisation Technological advancement Transformation of the workplace Managing diversity Increased power and demands of customers Intellectual capital and learning Roles and expectations of workers HIV/Aids

Evolution of management theory

From ancient Egypt to 2015 ………………… Why study management theory? To develop a holistic understanding of the discipline and professional competence What is theory? See page 42 Factors influencing the development of management theory

The Classical Management School From just now to now The Classical Management School Scientific Management Administrative Management The Human Relations School The Quantitative Management Approach Contemporary management Systems Theory Contingency Theory Total Quality Management Learning Organisation Re-Engineering

timeline

The classical management school Scientific Management Administrative Management Focus: To increase productivity of the worker Proponents: Fredrick Taylor – increase specialisation & division of labour, four principles to increase efficiency Frank & Lillian Gilbreth – focus on simplification by analysis, identification of better methods & re-organise individual actions Henry Gantt – pay bonus to those who beat daily target, scheduling chart Downside: neglected the human side which led to worker distrust Focus: to increase productivity of the organisation Proponents: Henri Fayol – process approach – identified 14 principles and the five basic functions of management Max Weber – bureaucratic management – hierarchy governed by lines of authority Downside: rigid and slow to change, undermines creativity, inflexible

The human relations approach Focus: the needs of the worker Proponents: Elton Mayo – when workers given special attention productivity improves, peer pressure is more powerful than management demands, managers must consider workers family situation Mary Parker Follet – the worker knows the most about their job and should contribute to analysis Douglas McGregor – Theory X – managers believe workers lazy & Theory Y – managers create climate for workers to perform Chester Barnard – align the workers goals with the organisations goals, identified three functions of executive management Downside: Human nature is complex – difficult to generalise

Quantitative management approach Focus: increase productivity through use of quantitative techniques to efficiently use organisations resources Tools and Techniques used: Linear programming, PERT/CPM, Regression analysis Downside: relies on mathematical & statistical models & methods not always understood by managers or workers. Ignores the human element

Contemporary approaches Systems Theory Contingency Theory Previous theories have two major shortcomings – ignores influence of the environment & focus on one area to exclusion of others System approach – organisation is a unified system composed of interrelated elements – synergy Managerial action must be appropriate to the situation Advantage is that it is flexible & allows for use of a combination of approaches Disadvantage is that it requires managers to be skilled in application of all the different approaches

Contemporary approaches Chaos Theory Other Theories The organisation is dynamic – events can rarely be controlled “orderly disorder” (Tetenbaum, 1998) Characterised by knowledge sharing, teamwork, innovation & creativity, diversity, strong core values Managements role to destabilise the system, build resilience to change, manage transition Total Quality management (TQM) Prevent mistakes Six Sigma Reduce waste, produce better, faster & cheaper Learning Organisation Promote dialogue, lifelong learning, sharing Re-engineering Redesign process to increase customer value & cut cost

The management environment

The management environment Micro environment Organisation itself over which management has control Market / Task environment Industry environment Macro environment Outside of the market environment

Porters five forces

The management process

The four functions Planning Leading Organising Controlling

The areas of management Financial Marketing Human resources Operations Purchasing

Management and leadership

Contemporary management issues

Contemporary issues Decision making Motivation Communication Groups and Teams

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