1. Smita Tripathi MANAGEMENT AND LEADERSHIP OF ORGANISATIONS

2. By the end of this session you will be able to:  Understand the concept of Management through a study of managers roles, tasks, functions and behaviours

3.  With a partner, reflect upon, ‘what is management and managers?’  Jot down 5 bullet points for each (5 minutes)  Discuss what is meant by management and managers (10 minutes)

4.  Complex process  Managing is an art as well as a science  Think of different types of organisations--- the process of running them would be different?  Running, coordinating – acquiring, allocating, ensuring and controlling people and other resources – functions, tasks, behaviours to achieve specific outputs and outcomes

5.  Organisations do not exist in vacuum  Stakeholders with different agendas  Environment (PESTLE)  Managing them is complex  Origin linked to rise of engineers  Above all management is a profession

6. Fayol (1916): French mining engineer Enormous influence 6 main functions of any organisation  Technical  Commercial  Financial  Security  Accounting  Administrative Activities The Management Process  Forecasting  Planning  Organising  Co-ordinating  Commanding  Controlling

7.  Managers have different roles and responsibilities ◦ think of : Functional divisions (finance, accountancy, HR, Legal etc) Levels (top, middle, frontline, team, project) Complexities like crisis, problems, competition, survival, conflict, risk etc etc

8. Mintzberg (1973) 3 types of managerial roles 1. The exercise of authority and the resulting status leads to Interpersonal roles ◦ Figurehead, leader, liaison 2. Interpersonal roles result in Informational roles ◦ Monitor, disseminator, spokesperson 3. Decisional roles ◦ Disturbance handler, resource allocator, negotiator Mintzberg, H (1973) The Nature of Managerial Work, Harper & Row, New York.

9. Drucker (1977) 3 hierarchy of tasks that managers perform, further subdivisions  Fulfilling specific purpose and mission  Making work productive – making workers achieve  Managing social impacts and responsibilities Drucker, P.E. (1977) People and Performance, Heinemann, New York

10. Kotter (1982) 2 significant activities common to all managers:  Agenda Setting  Networking Building These tasks underpin managerial behaviours – communicating upwards and downwards, externally, challenging, raising questions, influencing, empowering, championing ideas, solving problems…. Kotter, J.P. (1982)The General Managers, Free Press, New York.

11. Kotter, J.P. (1982) ‘What effective General Managers really do’, Harvard Business Review 60:6,156-67 Based on empirical research, identified typical pattern of daily behaviour ◦ Spending most of their time with other people, at all levels- superiors and direct subordinates, and outside their organisations. ◦ Discussing broad range of topics including those unrelated to work.

12. ◦ Asking a lot of questions, rarely seeming to make big decisions – usually asking, cajoling, persuading, etc. rather than giving orders in a traditional sense but they were frequently influencing. They reacted to others’ initiatives ◦ Conversations tend to be short and disjointed, much of each day unfolded in unplanned ways. ◦ They worked long hours.

13. Gosling & Mintzberg (2003) Practice of management: 5 mindsets Managing self – reflection Managing organizations – analysis Managing context – seeking of varied information and experiences Managing relationships – collaboration, facilitation Managing change – action Gosling J, Mintzberg H. (2003) “The five minds of the a manager”, Harvard Business Review, November 2003: 54-63

14. References Mintzberg, H (1973) The Nature of Managerial Work, Harper & Row, New York. Drucker, P.E. (1977) People and Performance, Heinemann, New York Kotter, J.P. (1982)The General Managers, Free Press, New York. Gosling J, Mintzberg H. (2003) “The five minds of the a manager”, Harvard Business Review, November 2003: 54-63 Full module reading list: http://resources.jorum.ac.uk:80/xmlui/handle/123456789/15118

15. This resource was created by the University of Plymouth, Learning from WOeRk project. This project is funded by HEFCE as part of the HEA/JISC OER release programme.Learning from WOeRk This resource is licensed under the terms of the Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales license (http://creativecommons.org/licenses/by-nc-sa/2.0/uk/).http://creativecommons.org/licenses/by-nc-sa/2.0/uk/ The resource, where specified below, contains other 3 rd party materials under their own licenses. The licenses and attributions are outlined below: 1.The name of the University of Plymouth and its logos are unregistered trade marks of the University. The University reserves all rights to these items beyond their inclusion in these CC resources. 2.The JISC logo, the and the logo of the Higher Education Academy are licensed under the terms of the Creative Commons Attribution -non-commercial-No Derivative Works 2.0 UK England & Wales license. All reproductions must comply with the terms of that license. Author Smita Tripathi InstituteUniversity of Plymouth Title What does management involve Date Created 01/06/11 Educational Level Level 4 Keywords UKOER, LFWOER, UOPCPDLM, Leadership, Management, Continuous Professional Development, CPD, Work-based Learning, WBL Creative Commons License Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales Back page originally developed by the OER phase 1 C-Change project ©University of Plymouth, 2010, some rights reserved