Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 Management and Organisational Behaviour The Nature of Management

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.1 The meaning of management It is active - it is about changing behaviour and making things happenIt is active - it is about changing behaviour and making things happen It is an everyday activity involving interactions between people that are not unrelated or entirely dissimilar to other spheres of lifeIt is an everyday activity involving interactions between people that are not unrelated or entirely dissimilar to other spheres of life

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.2 Management Management can be regarded as: taking place within a structured organisational setting and with prescribed rolestaking place within a structured organisational setting and with prescribed roles directed towards the attainment of aims and objectivesdirected towards the attainment of aims and objectives achieved through the efforts of other peopleachieved through the efforts of other people using systems and proceduresusing systems and procedures

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.3 What is management? A functionA function The people who discharge itThe people who discharge it A social positionA social positionDrucker An authority A discipline A field of study

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.4 The emergence of management Every achievement of management is the achievement of a manager. Every failure is a failure of a manager. Drucker

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.5 Are managers born or made? Answer Answer A combination of both A combination of both

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.6 Is management an art or a science? Management as an art – successful managers are born with appropriate intuition, intelligence and personality, which they develop through the practice of leadership Management as a science – successful managers have learned the appropriate body of knowledge & have developed an ability to apply acquired skills & techniques

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.7 Management as magic and politics Management as magic – successful managers recognise that nobody really knows what is going on & persuades others of their own powers by calling up the appropriate gods & engaging in the expected rituals Management as politics – successful managers can work out the unwritten laws of life in the organisational jungle & are able to play the game so that they win

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.8 Defining management Management is the process of achieving organisational effectiveness within a changing environment by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, & working with & through other people. Naylor

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.9 Elements of management PlanningPlanning OrganisingOrganising CommandCommand Co-ordinationCo-ordination ControlControl

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.10 Flexible principles of management Division of workDivision of work Authority & responsibilityAuthority & responsibility DisciplineDiscipline Unity of commandUnity of commandFayol Unity of directionUnity of direction Subordination of individual interest to general interestSubordination of individual interest to general interest Remuneration of personnelRemuneration of personnel

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.11 Flexible principles of management CentralisationCentralisation Scalar chainScalar chain OrderOrder EquityEquityFayol Stability of tenure of personnelStability of tenure of personnel InitiativeInitiative Esprit de corpsEsprit de corps

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.12 New principles for effective administrative management Figure 6.3 Source: Reproduced with permission from Moorcroft, R., ‘Managing in the 21st Century’, Manager, The British Journal of Administrative Management, January/February 2000, p.10.

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.13 Management elements according to Brech PlanningPlanning ControlControl Co-ordinationCo-ordination MotivationMotivation

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.14 Basic operations in the work of managers Setting objectivesSetting objectives OrganisingOrganising Motivating & communicatingMotivating & communicating MeasuringMeasuring Developing peopleDeveloping peopleDrucker

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.15 A summary of the essential nature of management work Figure 6.4

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.16 The efforts of other people Management can be defined as ‘getting work done through the efforts of other people’Management can be defined as ‘getting work done through the efforts of other people’ Managers are judged not just on their performance but on the results achieved by subordinatesManagers are judged not just on their performance but on the results achieved by subordinates

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.17 Factors affecting the work of managers The nature of the organisation, its philosophy, objectives and sizeThe nature of the organisation, its philosophy, objectives and size The type of structureThe type of structure Activities and tasks involvedActivities and tasks involved Technology and methods of performing workTechnology and methods of performing work The nature of people employedThe nature of people employed The level in the organisation at which the manager is workingThe level in the organisation at which the manager is working

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.18 The work of a manager – the environmental setting Figure 6.5

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.19 The manager’s role

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.20 Attributes & qualities of a management

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.21 Situational management Figure 6.8 Source: Reproduced with permission from Hugo Misselhorn, The Head and Heart of Management, Management and Organization Development Consultants (2003), p.13.

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.22 Ten key strategies for Europe’s managers of the future 1.Developing leadership 2.Driving radical change 3.Reshaping culture 4.Dividing to rule 5.Exploiting the organisation 6.Achieving constant renewal Heller 7.Managing the motivators 8.Making team working work 9.Achieving total management quality 10.Keeping the competitive edge

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.23 Six critical elements 1.Shared competitive agenda 2.Values & behaviours 3.Influence without ownership 4.Competing for talent 5.Speed of reaction 6.Leveraging corporate resources Prahalad

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.24 Managers as dinosaurs Managers are the dinosaurs of our modern organisational ecology. The Age of Management is finally coming to a close. Globalisation, rising productivity, growing complexity of information, expanding sensitivity of the environment and technological innovation are increasing demand for alternative organisational practices. Cloke & Goldsmith

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.25

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.26

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.27 The individual management model (IMM)

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.28

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.29

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005 OHT 6.30