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Chapter 1: What is Management?Instructor: Nguyen Van Thuy Anh, PhD

Faculty of Human Resources Management9/26/2014 1

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Readings

Mullins L. (2005) Management andOrganizational Behavior, 7thedition, PrenticeHall, England

Hellriege D., Scolum J., Woodman R. (2001),Organizational Behavior, 9thedition, South-Western Colledge Publishing

Stephen P.Robbins, 9thedition 2001, PrenticeHall.

Course book: Organizations and Behavior,2010, Professional Education, London. 2

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Organisational structureand culture

Assessment Criteria

Compare and contrast different organizationalstructure and culture

Explain how the relationship between anorganizations structure and culture canimpact on the performance of business

Discuss the factors which influence individualbehavior at work

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Learning Objectives

Organisation and need for management ofpeople and activities in biz. organisations

Activities and roles of manager

Nature of managerial authority

Difference between authority, power and

responsibilities Delegation vs Empowerment

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Contents

Introduction to the Organisation

Functions of Management

Managerial roles

Nature of managerial authority

Delegation vs Empowerment

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Introduction to the Organisation

What is an organisation?

Social arrangement

Collective goals Controlled performance

Purpose of management

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What is an organisation?

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Organisations aresocial arrangement

for the controlled

performance ofcollective goals

Buchanan & Huczynski, 1991.

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Social arrangement

In order to achieve the goals, org. mustformalise social arrangement to provide acontrolled performance

Allocate functions, tasks, activities toindividuals or groups along with clearlydefined responsibilities, levels of authority

and communication channels

Structure of organisation

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Controlled performance

Control is the overall process whereby

goals ans standards are defined, andperformance is monitored, measuredagainst the goals and adjusted ifnecessary, to ensure that the goals are

being accomplished

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Functions of Management

A basic framework

Managing tasks

Managing people Managing performance

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A basic frameworkHenri Fayol (1967)

Planning

Organising

Commanding

Co-ordinating Controlling

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Managing tasks

Why plan and organise?

Types of plans

Control cycle

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Why plan and organise?

Dealing with uncertainty

Need for co-ordination

Need for objectives

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Types of plan (cont.)

Objectives

Strategy

Policies

Rules

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Types of plan (cont.)

Procedures

Progammes

Budget

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Planning stages

Making a plan

Carryingout plan

Monitoring and measuring actual results achieved

Comparingfeedback on actual results against plan Evaluatingthe comparison, & deciding whether further

actions needed to ensure the plan achieved

Implementingany corrective actions if needed

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Managing people

Managers are also leaders

Managers are communicators

Managers are human resources mobilisers

Managers have superios, peers & colleagues

Managers represent the organisationto other people

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Managerial roles

Managers have to wear different hats,depending what is going on at the time =>managerial roles

Interpersonal roles

Informational roles

Decisional roles

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Nature of managerial authority

Power

Authority, accountability & responsibility

Delegation Empowerment

conflict

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Power is the ability toget things done

Power

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Authority

Authority is the right of a

person to ask someone elseto do something and expect

it to be done

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Authority, responsibility &accountability

Authority?

Responsibility?

Accountability?

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Delegation of

authority is when a

super ior gives to a

subordinate part of

his/her own author i tyto make decisions

DELEGATION

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Delegation process

Step 1: Specify expected performance levels ofassistant

Step 2: Formally assign tasks

Step 3: Allocate resources and authority

Step 4: Maintain contact, review, give feedback.

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EMPOWERMENT

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What is Empowerment ?

Empowerment is theterm given toorganizationalarrangement thatallow employees moreautonomy, discretion

and unsuperviseddecision-makingresponsibility LEADERSHIP

Qualities in you

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Conflict

Organisational conflict

arises from behaviorintended to obstruct theachievement of someother persons goals

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Conflict management

Avoidance

Smoothing

Compromise

Confrontation/collaboration Forcing

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Win-win model

Win-Lose

Lose-Lose

Win-Win

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