AP1SB1 Lecture 1 - Martin Wagner PDF

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Martin Wagner...

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AP1SB1 Intro to Man – September 2018 Lecture 1: Intro to Man – Martin Wagner Assessments  1st MCQ test – Week 7 – Monday 12th Nov  2nd MCQ – Week 11 – Weds 12th December  50 Questions in 90 mins  Available 8am – 11:59pm  50% final mark Part 1: What is management? Defining organisation  Organisation – social entity that is goal-directed and deliberately structured o Social entity – being made up of 2+ people o Goal-directed – designed to achieve an outcome (profit, win pay increases for members, meet spiritual needs, provide social satisfaction) o Deliberately structured – means that tasks are divided, and responsibility for their performance is assigned to organisation members Efficiency and Effectiveness  Efficiency – amount of resources – raw material, money, people – used to produce a desired volume of output o £/ha, l/kg, mpg  Effectiveness – degree to which the organisation achieves a stated goal (without reference to costs) o Market share, customer satisfaction, zero carbon  Performance – organisations ability to attain goals by using resources in an efficient and effective manner, measured against pre-set standards. o Share price, yield, emissions Management  Management - Attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources  What do managers do? – get things done by coordinating and motivating other people o 1. Set objectives -set goals and establish what has to be done to achieve o 2. Organise – divide work into manageable chunks and assign roles o 3. Motivate and communicate – create teamwork via decisions on pay, promotions etc o 4. Measure – set targets, appraise performance o 5. Develop people – recognise value of employees and develop this critical organisational asset

4 Functions of Management

Key terms  Management is defined as the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling an organisation’s resources  Planning is the management function concerned with defining goals for future performance and how to attain them  Organising involves assigning tasks, grouping tasks into departments, delegating authority and allocating resources across the organisation  Leading, means using influence to motivate employees to achieve the organisation’s goals  Controlling is concerned with monitoring employees activities, keeping the organisation on track toward meeting its goals, and making corrections if necessary Part 2: Manager skills, types and roles Management Skills 

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Conceptual – cognitive ability i.e. to see the organisation as a whole and the relationship among its parts – think strategically o Thinking, information processing, planning o Innovate, decision making, allocating Human – refers to managers’ ability to work with and through other people and to work effectively as part of a group. Technical – is the understanding of and proficiency in the performance of specific tasks o Mastery of methods, techniques, equipment involved in specific functions such as engineering, manufacturing or finance

Top Causes of manager failure

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Management Types  Vertical differences o Top managers – responsible for setting organisational goals, defining strategies for achieving them, monitoring and interpreting the external environment and making decisions affecting the entire organisations. o Middle managers – responsible for implementing the overall strategies policies defined by the top managers (project managers and line managers)  Horizontal differences o Functional managers – are responsible for departments that perform a single functional task and have employees with similar training and skills  Line managers – responsible for directly meeting customer needs with products or services; supervisors  Staff managers – responsible for activities that support line managers; departments such as finance and human resources o General managers – responsible for several departments that comprise a distinct unit in the organisation Key Points • Functional managers: single common activity • General managers: complete unit, several functions • Line managers: single function, directly involved in making or supplying; supervisors • Staff managers: support functions, not income earning • Project managers: temporary team Manager Roles – Mintzberg’s 10 manager roles  Informational Roles o Monitor – seek out, receive and screen information o Disseminator – share information (internal) o Spokesperson – transmit information (external)  Interpersonal Roles o Figurehead – performs ceremonial duties o Leader – directs and motivates o Liaison – development of information sources  Decisional roles

o Entrepreneurial – initiate change  New production line o Disturbance-handler – deal with the unexpected, correct, resolve conflict  Supplier breaks contract o Resource-allocator – choose amongst competing demands  Budget o Negotiator – formal bargaining  Join venture agreement Key points • Becoming a new manager requires a shift in thinking from being an individual performer to playing an interdependent role of coordinating people and developing others • The job of a manger is highly diverse and fast paced, so managers need good time management skills • Managers at every role perform ten roles, which are grouped into informational roles, interpersonal roles and decisional roles...