1. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.1 Part 1 AN INTRODUCTION TO MANAGEMENT Chapter 1 MANAGING IN ORGANISATIONS

2. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.2 Management and organisation Meanings of management Specialisation between areas of management Influencing others through: –the process of managing –the tasks of managing –shaping their context Critical thinking Cases and examples – Ryanair, Shell, Army, Network Rail, entrepreneurs at Davy Markham and Express Group

3. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.3 Figure 1.1 Managing organisation and environment

4. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.4 Why study management? Work in organisations which must add value to resources if they are to survive –everyone manages part of that value-adding process. People make assumptions about how to perform the management role –are those assumptions correct in that context? Career benefits if you can: –question assumptions –analyse context –consider alternatives and –recognise limitations.

5. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.5 Management and organisation A world of managed organisations on which we depend Management task is to create organisations that work – that add value to resources they use ‘Value’ is subjective – value to A may be waste to B People manage in diverse.

6. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.6 Management and organisation (Continued) Table 1.2 Where people manage

7. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.7 People create value in many ways For example: Commercial organisations Voluntary and not-for-profits Co-operatives Charities Theatres, galleries, bands Trade unions and industry associations.

8. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.8 Management as a universal human activity When people take responsibility for an activity ‘Getting things done with the aid of people and other resources’ By planning, organising, leading and controlling ‘Management’ and ‘work’ combined. This covers many human activities: domestic, voluntary, creative, business

9. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.9 Management as a distinct role When ‘management’ is separated from ‘work’ External agents (usually the owner of capital) control aspects of the work process Decide what to make, when, where, how, etc. –trace evolution as a small business develops. Separation not inevitable – distinction is fluid, and varies between places and times

10. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.10 Specialist areas of management Functions –Line, staff, project – and entrepreneurs. Hierarchies –People doing the work –Supervising people doing the work –Middle managers – managing supervisors –Senior managers – managing middle manager –Board of directors – managing the business. Managers add value by influencing others

11. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.11 Influencing through the process of managing Rosemary Stewart – interrupted, fragmented, diverse Mintzberg – ten management roles, in three groups –Informational monitor, disseminator, spokesperson –Interpersonal figurehead, leader, liaison –Decisional entrepreneur, disturbance handler, resource allocator, negotiator.

12. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.12 Managers as networkers Luthans (1988) Those who achieved promotion –spent more time networking and politicking Those who were effective –spent more time on communication and HRM (managing the human side) Wolff and Moser (2009) – confirmed link between networking and career success.

13. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.13 Influencing through the tasks of managing Planning – overall direction of work Organising – allocating resources, time, effort Leading – generating effort and commitment towards objectives Controlling – monitor progress, compare with plan, adjust if needed. Apply to all kinds of tasks (including study); and done iteratively see Figure 1.3

14. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.14 Transforming inputs into outputs Figure 1.3 The tasks of managing

15. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.15 Influencing through shaping the context Internal – elements of the organisation – the immediate context of managing (see Figure 1.4). External – micro and macro environment (Chapter 3). Historical – past, present and future events. These interact with each other (see Figure 1.5): –people interpret their context –work within it or act to change it in some way –people interpret new context, work within it or seek to change it.

16. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.16 The contexts of managing Transformation within organisation and environment Figure 1.4 The internal and external context of management

17. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.17 Determinism, choice and interaction Figure 1.5 Alternative models of managers and their context

18. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.18 Thinking critically Effective managers have developed the skills of critical thinking, whose components are: –identifying and challenging assumptions –recognising the importance of context –imagining and exploring alternatives –seeing limitations See Key ideas box in Section 1.8 Each chapter ends with a ‘Think critically’ section to help you develop this skill.

19. Boddy, Management: An Introduction PowerPoints on the Web, 6 th edition © Pearson Education Limited 2014 Slide 1.19 Summary Management role is to add value to resources Managing is a universal human activity –scale of responsibility for resources varies Managers aim to influence others through: –processes of managing –tasks of managing –shaping contexts How well they do so depends on thinking critically.