0. PART 3 The Role of the Manager Management and Organisational Behaviour
7th Edition
PART 3
The Role of the Manager

1. The Nature of Management
Management and Organisational Behaviour
7th Edition
CHAPTER 6
The Nature of Management

2. The meaning of management
It 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 life

3. Management Management can be regarded as:
taking place within a structured organisational setting and with prescribed roles
directed towards the attainment of aims and objectives
achieved through the efforts of other people
using systems and procedures

4. What is management? A function The people who discharge it
A social position
Drucker
An authority
A discipline
A field of study

5. The emergence of management
Every achievement of management is the achievement of a manager.
Every failure is a failure of a manager.
Drucker

6. Are managers born or made?
Answer
A combination of both

7. 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

8. 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

9. 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

10. Elements of management
Planning
Organising
Command
Co-ordination
Control

11. Flexible principles of management
Division of work
Authority & responsibility
Discipline
Unity of command
Fayol
Unity of direction
Subordination of individual interest to general interest
Remuneration of personnel

12. Flexible principles of management
Centralisation
Scalar chain
Order
Equity
Fayol
Stability of tenure of personnel
Initiative
Esprit de corps

13. New principles for effective administrative management
Figure 6.3
New principles for effective administrative management
Source: Reproduced with permission from Moorcroft, R., ‘Managing in the 21st Century’, Manager, The British Journal of Administrative Management, January/February 2000, p.10.

14. Management elements according to Brech
Planning
Control
Co-ordination
Motivation

15. Basic operations in the work of managers
Setting objectives
Organising
Motivating & communicating
Measuring
Developing people
Drucker

16. A summary of the essential nature of management work
Figure 6.4
A summary of the essential nature of management work

17. 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 subordinates

18. Factors affecting the work of managers
The nature of the organisation, its philosophy, objectives and size
The type of structure
Activities and tasks involved
Technology and methods of performing work
The nature of people employed
The level in the organisation at which the manager is working

19. The work of a manager – the environmental setting
Figure 6.5
The work of a manager – the environmental setting

20. Formal authority & status Interpersonal roles Informational roles
The manager’s role
Formal authority & status
Interpersonal roles
Informational roles
Decisional roles

21. The manager’s roles – interpersonal
Figurehead
Leader
Liaison

22. The manager’s roles – informational
Monitor
Disseminator
Spokesperson

23. The manager’s roles – decisional
Entrepreneurial
Disturbance handler
Resource allocator
Negotiator

24. Attributes & qualities of a management
Technical competence
Social & human skills
Conceptual ability

25. Situational management
Figure 6.8
Situational management
Source: Reproduced with permission from Hugo Misselhorn, The Head and Heart of Management, Management and Organization Development Consultants (2003), p.13.

26. Ten key strategies for Europe’s managers of the future
Developing leadership
Driving radical change
Reshaping culture
Dividing to rule
Exploiting the organisation
Achieving constant renewal
Heller
7. Managing the motivators
8. Making team working work
9. Achieving total management quality
10. Keeping the competitive edge

27. Six critical elements Shared competitive agenda Values & behaviours
Influence without ownership
Competing for talent
Speed of reaction
Leveraging corporate resources
Prahalad

28. 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

29. The individual management model (IMM)