1. Management
Introduction

2. 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

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

4. 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 address:

5. 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?

6. 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

7. 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

8. 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!

9. 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

10. Slides
Slides will be online here: They will go up after each lecture for you to keep and refer to.

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

12. 1. Time Management

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

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

15. 2. Introduction to Management

16. 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

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

18. 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?

19. 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.

20. 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.

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

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

23. 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.

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

25. 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.

26. 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

27. C. Skills of a manager

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

29. 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

30. 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.

31. 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.

32. 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.

33. D. Change

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

35. 3. History of Management

36. 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

37. Summary of Approaches

38. 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

39. 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)

40. 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

41. 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.

42. 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.

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

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