IBM Lecture 1 PDF

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IBM Lecture 1...

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Lecture 1 – Management Activity 2 November 2020 10:46 PM

Sulitest:   

Sustainability award Raise awareness, develop and assess knowledge of UN’s SDG’s and CSR among students, stakeholders etc. Sulitest accreditation – employees look for at interviews

Definition: organisation and coordination of the activities of a business in order to achieve defined aims History:  

Originates from class systems – capital owning classes dominated the workforce of the lower working class Taylor thought it was possible to measure a worker’s daily output and set wage rates accordingly.

What is management?:             

Drucker’s (2001) five-point guideline: Making strengths effective and weaknesses irrelevant Enhancing people’s contributions Integrating people in a common venture through values and goals Grow and develop the enterprise Ensuring everyone knows their expectations Mintzberg’s (1989) basic principles Ensure efficient production Maintain stability of operations Adapt to changing environments Ensure the organisation servers its purpose Serve as a key link between organisation and environment Operate the organisation’s status system

Is management a science or an art?: Science  Methods and principles  Concepts  Theories  Systemic method to find a possible solution  Organised knowledge  Practice Art  Organises and uses human talent  Practical knowledge

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Personal skill Creativity Perfection through practice Goal-oriented

Management Models Fayol suggests managers have 6 roles:  Plan  Organise  Command  Lead  Coordinate  Control His work was ignored – only after his death he gained recognition To be an effective manager you need to meet 14 principles Division of work

Discipline

Interest

Order

Initiative

Authority of responsibility

Unity of command

Remuneration

Equity

Esprit de corp

Unity of direction

Centralisation

Scalar chain

Stability of tenure

 these are okay in simple/stable conditions  not enough in complex and dynamic times Katz – Three Skills Approach:  Different managers at different levels need different types of skills  Skills can be taught, and managers and leaders can be trained  Person-centric approach Mintzberg’s Management Role Taxonomy: 6 characteristics that defined working lives of managers  Open ended workload  Start own actions  Work in varied/fragmented roles  Preferred to avoid reported info  Preferred verbal communication  Maintain relationships with subordinates  Identified 10 roles in 3 groups  Interpersonal roles: figure head, leader, liason  Informational roles: monitor, disseminator, spokesperson  Decisional roles: entrepreneur, disturbance handler, resource allocator, negotiator New Public Management:  Aim to give more public sector more choice over which service contractors to use  Attempts to make public server more efficient  Received a lot of managers but became top heavy and inefficient...