Lecture 2:

WHAT IS MANAGEMENT

Chapter outline
The term organisation; the need for
management
Activities and roles of a manager
Range and complexity of
management task
Managerial authority
Different types od leadership
activities
Process of delegation of authority

<Title>

What is an organisation
Organisations are social arrangements for the
controlled performance of collective goals.
Social arrangements: to provide controlled
performance
Collective goals: ideological, formal, shared
personal goals.
Controlled performance: organisational is
responsible to its owners and other stakeholders
for achieving collective goals
Purpose of management: converting the inputs of
the operation into valued outputs
<Title

Functions of management
Basic framework

Planning: plans, policies, procedures, etc.

Organising: work divided and structured into
tasks and jobs
Commanding: instructing and motivating
subordinates
Coodinating: harmonising, reconciling
differences
Controlling: monitoring individuals and groups

<Title>

Managing tasks

Strategic level
What business the organisation should be in

Tactical level
What produces should be produced, organise work

Operational level
Deciding what needs to be done from day to day and
task to task

<Title>

Managing roles
types of plan
Objectives : end goals
Strategies : long term plans
Policies: guidelines, general statements
Procedures: efficiency, routine, standardisation
Rules: definite action must be taken
Programmes: series of plans to achieve a particular
objective
Budgets: expected results set out in numerical terms
Planning and control: aims, priorities, performance
standards, etc.
<Title>

Managing people
Managers are
also leaders

Managers
represent the
organisation

Managers
have
superior,
peers,
colleagues
<Title>

Managers are
communicato
rs

Managers are
human
resource
mobilisers
7

Managing performance

Managing a
business
Creating
customers
innovation

<Title>

Managing
managers
Creating a
sound
culture and
structure
Setting
objectives,
developing
future
managers,
etc.

Managing the
workers and
work
Managing
human
resources
Managing
tasks

Managerial roles
Interpersonal roles
Figurehead
Performing
ceremonial
and social
duties
Mainly the
role of
senior
figures

<Title>

Leader

Liaison

Selecting
and training
team
members
Uniting and
inspiring the
team to
achieve its
objectives

Communicat
ing with
people
outside the
work, unit
Building up
informal
system or
information
exchange
9

Informational roles

Monitor

Disseminator

spokesman

Receiving
information
from the
environment
and within
the
organisation
Managers do
not rely solely
on formal
reports

Passing on
information to
subordinates

Transmitting
information to
interested
parties
outside the
work unit or
organisation

<Title>

10

The nature of managerial

authority
Authority and responsibility
Delegation
Power conflict

<Title>

11

Authority and responsibility

Authority
The right to do something or get
others to do it

Responsibility

The liability of a person to be called to

account for the way he has exercised
the authority given to him. It is an
obligation to do something or to get
others to do it
<Title>

12

Delegation
Managers delegate some
authorities to subordinates
because:

Reluctance to delegate
because:

Physical and mental limitations

Low confidence and trust in the

abilities of subordinates

Routine and less important

decisions can be passed down

Responsibility and accountability

for the mistakes of subordinates

High expectations of job

satisfaction and job involvement

Desire to stay in touch with

departments or teams

The continuity if management

depends on subordinates

Threat of redundancy
Poor control and communication
system
Lack of understanding of what
delegation involves
Desire to operate with ones
potential comfort zone

<Title>

13

Power conflict
Power
Physical power: power of superior force
Personal power: personal charisma and popularity
Position power: power associated with particular job
or position
Resource power: control over resources
Expert power: possessing knowledge and expertise

<Title>

14

Power and conflict

Conflict
The happy family
view
Cooperative
structures
designed to
achieve agreed
common
objectives, no
conflict of
interest
Management
power is
legitimate
Conflict is
exceptional and
arise from
aberrant
<Title>
incidents,

Unitary
perspectives
Organisation is a
team with
common source
of loyalty
Conflict because
of bad
management,
personality
clashes

The conflict view

pluralist approach
Conflict is
inevitable
Members battle
for limited
resources,
status, rewards,
professional
values

15

Conflict
Conflict can be avoided
Avoidance: withdraw
Smoothing: emphasizes on areas of agreement
Compromise: agreeing in part
Confrontation/collaboration: differences openly
confronted
Forcing: pushing own view on others
<Title>

16

Frames of reference for leadership

activities
Unilateral and pluralistic power
Transactional and transformational
leadership
Leadership maturity framework
Managing and transformational

<Title>

17

Unilateral and pluralist approach

Unilateral
power

Pluralistic
power

Based on system of rewards and

punishments

Resource and power widely

scattered through society

Rules, regulations, formal

authority, information, knowledge

Some resources available to

everyone
No one is all powerful

<Title>

18

Transactional and
transformational leadership
Transformational
leadership

Transactional leadership
Clarify goals, objectives
Focus on short term
Solving problems
Maintain status quo,
improve current
situation
Plan, organise, control
Defend existing culture
Positional power
exercised

<Title>

Long term vision

Create climate of trust
Empowerment
Change current
situation
Train, coach, counsel,
mentoring people
Change culture
Power comes from
relationship and
influencing people

19

Leadership maturity framework

Opportunist: strong reliance on power,
unilateral power
Diplomat: pluralistic power, power through
consent
Expert: skills and expertise
Achiever: application of strategies, plans and
actions
Strategist: see the big picture
Magician: transformation of society
organisation and self
<Title>

20

Managing change and

transformation
CHANGE
Change in the environment
Change in the products
Change in the technology
Change in management and relationships
Change in organisation structure or size
<Title>

21

Implications
Communication: Leadership styles can affect communication and
productivity. Bureaucratic leaders tend to slow up communication
by checking to make sure that every part of the message and
delivery method follows strict company guidelines.
Employee input: leadership style used by management can affect
the effectiveness of employee input. A manager with a democratic
leadership styles accepts input from employees and uses the
pertinent information to improve the work process.
Morale: Leadership style has a direct influence on employee
morale. Autocratic leaders that do not seek input from employees
tend to alienate their staff and diminish the employee feeling of
involvement.
Goals: A transformational leader uses high energy and inspiration
to motivate employees to success. These kinds of leaders set
specific employee goals and give employees all the tools they
need to reach those goals. A leadership style emphasizing
empowerment can creates clear goals

<Title>

22

Thank You!

<Title>

23