MNGT Lecture1

8/8/2019 MNGT Lecture1

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Prof. Bernard HonSchool of Engineering

Introduction to ManagementMNGT105

Module Aim

The aim of the module is to introduce modernconcepts and principles underlying theorganisation and management of a manufacturingbusiness.


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Module Outline

The nature of management.

The evolution of management theory.

Origin and development of organisation conceptsand structures.

Roles of shareholders, directors, managers, tradeunions and employees.

Characteristics of new organisations.

Organisational effectiveness.

Assessment

100% by examination.

Multiple choice questions only.


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Learning Outcomes

An appreciation of the importance of the practice andthe study of management.

An understanding of the evolution of managementtheory.

The development of a basic awareness of organisational/business structures and managementsystems.

An appreciation of the functional roles in a typical

manufacturing business.An appreciation of the key technological and externaleconomic/social drivers in corporate strategy.

An understanding of how organisationaleffectiveness is established.

The nature of management management defined,managerial functions and roles. The importance andrelevance of studying management.

The evolution of management theory the universalprocess approach, scientific management, behaviouralapproaches, systems theory and sub-optimisation,contingency management, attributes of excellence,empirical studies, business process re-engineering.Comparative analyses. Modern day problems and theapplication of theory to modern practice.

Syllabus


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Origin and development of organisation concepts andstructures definitions, common characteristics of organisations, types of structure, main forms of businessorganisation. The structure of a typical manufacturingorganisation.

Roles of shareholders, directors, managers, trade unions,employees. Overview of the roles of the main functional areas.Case studies and examples.

Characteristics of new organisations. The changing workplace environmental factors, globalisation, technology. Eliminationof waste. Corporate strategy.

Organisational effectiveness multi-dimensional performancemeasurement, efficiency and productivity, focus on customer.Use of Teams. Business restructuring.

Syllabus

References

Kreitner, R., Management, South Western College,2008

Mullins, L.J., Management and OrganisationalBehaviour, Financial Times/ Prentice Hall, 2010

Koontz, H., ODonnnell and Weihrich, H.,Essentials of Management, McGraw-Hill, 1986

Daft, R.L., Murphy, J., Willmott, H., OrganisationTheory and Design, Cengage, 2010

Management books in Sidney Jones Library HD.31

Management books in Harold Cohen Library 65.01


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Management is the art of getting other people to do all the work

(Anon.)

Over simplified and too cynical

Outdated view that prevailed in the 19th / early 20thcentury

Modern social and psychological trends in the workplace have made this view redundant

Modern management is a recognised professionaldiscipline in its own right!

Why bother!

Management is simply common sense!

Yes - but people often dont behave sensibly !!!

The evolution of regulatory frameworks requiresystematic management which has to be learnt.

It prepares you for situations you will encounter in theworkplace.

You will be a manager or you will be managed!


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Definition of Management

Management is the process of working with andthrough others to achieve organisationalobjectives in a changing environment. Central tothe process is the effective and efficient use of resources and the ability to respond to change.

Kreitner, 2008

Effectiveness and Efficiency

Simplistic differences: Effectiveness means doingthe right thing. Efficiency means doing the thing

right.Effectiveness: achieving a stated organizationalobjective promptly. Managers are heldresponsible for attaining objectives.

Efficiency: balancing the amount of resourcesused to achieve an objective. Managers must notwaste scarce and costly resources.


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Management Quotes - 1

Surround yourself with the best people you can find, delegate authority, and don't interfere.

Ronald ReaganUS President 1981-89


The productivity of work is not the

responsibility of the worker but of the manager

Peter F. Drucker Management Guru


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You can't build a strong corporation with a lotof committees and a board that has to beconsulted every turn. You have to be able tomake decisions on your own.

Rupert MurdochFounder of News Corporation

Four Realities of Managing Today

The only certainty today is change .

Speed, teamwork, and flexibility are the orders of the day.

Managers at all levels need to stay close to thecustomer.

Without continuous improvement and lifelong learning , there can be no true economic progress.


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Key Aspects of the Management Process

Working with and through others.

Achieving organisational objectives.

Balancing effectiveness and efficiency.

Getting the most out of limited resources.

Coping with a changing environment.

Henri Foyal

proposed that there are six primary functions of management and 14 principles of management:

forecastingplanning

organizing

commanding

coordinating

controlling

Henri Foyal1841-1925


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Plans Planning

What, when, andhow thingsshould beaccomplished inview of theorganizationscapabilities andenvironmentaluncertainties.

Sets the stagefor all other managementfunctions byestablishingpurpose anddirection.

Organizing Staffing ControllingCommunicating Motivating &Leading

Designing

flexible authorityand responsibilitynetworks

Filling jobs withappropriatelyskilled people.

Making sure

individualsunderstand andcarry out their organizationalroles

Gettingindividuals topursue collectiveobjectivesthroughsatisfying needsandexpectations, jobredesign,participation andinfluenceprocesses

Comparingactualperformance withplans and takingnecessarycorrective action.

Management functions Conceived of by

Henri Fayol in 1916

Managing for effectiveness and

efficiency

Controlling Planning

DecisionmakingLeading

Motivating Organising

Communicating Staffing

Identifiable Functions in the ManagementProcess


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Managerial Functions

Planning Deciding on the broad scope of activity

Decision making Choosing the right approach

Organising Formal structure, informational,authority

Staffing Recruiting, training and environment

Communicating Setting and changing priorities

Motivating Setting and meeting expectationsLeading Role model and delegation

Controlling Comparing outputs with objectives

Mintzbergs Managerial Roles

FigureheadLeader InterpersonalLiaisonMonitor Disseminator InformationalSpokespersonEntrepreneur Disturbance handler Resource allocator Negotiator

Decisional

Henry Mintzberg1938-date


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Mintzbergs Managerial Roles: Interpersonal

Figurehead Symbolic, outward facing authority

Leader Dealing with subordinates

Liaison Working with external people -customers, contractors, suppliers

Mintzbergs Managerial Roles: Informational

Monitor Intelligence gathering

Disseminator Raising of awareness inside

Spokesperson Outward facing communications


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Mintzbergs Managerial Roles: Decisional

Entrepreneur Change instigator / innovator

Disturbancehandler Trouble shooter

Resourceallocator Implementational role

Negotiator Decisions involving external bodies

The Practice and Study of Management

Information overload

An interdisciplinary field

No universally accepted theory of managment

MNGT Lecture1

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