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MANAGEMENT 2 Másolata
MANAGEMENT 2 Másolata
Inclusive management
VUCA world
Volatility
- Unstable situation for an unknown period, that occurs a price fluctuations, affects supply and
demand. The more volatile the world, the faster things will change. (VISION)
Uncertainty
- Lack of information about a specific thing and the difficulty of anticipating events, leaving us with
unclear outputs. We do not know where the path is headed and how things will develop.
(UNDERSTANDING)
Complexity
- The situation has many interconnected parts and variables. Some info is available or can be
predicted but the volume of it can be overhelming to process. (CLARITY)
Ambigutity
- Causal relationships are completely unknown, lack of clarity and precision or misunderstanding.
(AGILITY)
DEFINITIONS
Organisation:
• An organization is a social system that operates through human activity.
• People work together for a common goal (it is the goal and the strategy of the organization).
• The goal exceeds the capacity of the individual(s). • They strive for surviving and operating effectively.
Management
Management is the organisation and coordination of activities to achieve stated aims and objectives
• planning,
• organizing,
• controlling and • leading
by using an organization’s resources: the financial, physical, information, and human resources in an
effective and efficient way.
Manager
•A manager is someone whose primary responsibility is to carry out the management process within an
organization.
• Managers can be classified by level: top managers, middle managers, and first-line managers
• Managers can also be classified by area: marketing, finances, operations, human resources,
administration, and other specialized fields.
Planning
is the process of setting objectives, and then determining the steps needed to reach them.
subfunctions
- Forecasting: predicting the future with statistical tools, models.
- Defining politics: politics, regulation of operation and behaviour: ways to achieve strategic goals,
e.g., laid-down rules, corporate vision.
- Goal setting: setting quantitative indicators (for working out strategy).
- Programme planning: plan of activities, helps people stay with a right way of performing.
- Scheduling: planning the achievement of objectives over time → reporting results from time to
time.
- Cost analysis: needed for planning costs and revenues.
- Process planning: definition of main, operating processes and supplementary or subprocesses.
Organizing
is the process of assigning duties to personnel and coordinating employee efforts in order to ensure
maximum effectiveness.
Subfunctions
- Resource allocation: aligning tasks and people and other necessary resources
- Job design: develop jobs needed to perform our strategy
- Job description: competencies and capabilitities; + development: specialization, job rotation, job
enrichment
- Coordination: tools to make people work together (e.g., laid-down rules, teamwork)
- Departmentalization, organizational structure: based on activities, knowledge and external
factors (e.g., environment), thoughts of shareholders
Controlling
Controlling is concerned with guiding and regulating the activities of an organisation, or any constituent
parts of the organisation, by means of management judgement, decision, and action, for the purpose of
attaining agreed objectives.
Subfunctions
- Setting standards: norms to compare results and and to communicate to people.
- Monitoring: to oversee processes and people continuously.
- Evaluation: against planned performance, set standards, decision about
- interference in the processes.
- Feedback: positive and/or negative (+ neutral) depending on the results.
Leading
Leading is influencing the behaviour of organizational members; the process of influencing people to
direct their efforts toward the achievement of some particular goals.
Subfunctions
- Selection: sufficient number of employees, choosing from applicants (recruitment).
- Development,training:knowledge,skills,competencies.
- Decision-making: about opportunities, scarce resources,decide between two opportunities or
about something that can be worth realizing.
- Motivation: praise,money,companycar,promotionetc.
- Coaching: relying on knowledge and experience,show the right way to employees.
- Communication: positive results and problems
SEMINAR 2
Managerial roles (Mintzberg)
Interpersonal roles
Managers have interpersonal roles to coordinate and interact with employees and provide direction to
the organization.
- Figurehead role: People taking up this role have to be highly visible to stakeholders and they
have to be recognised as the symbol of the organization (formal power).
- Leader role: It may involve motivating, inspiring, encouraging others. Leaders make people
accept and support their views regarding the mission and vision of the organization they
represent.
- Liaison role: It is used to link and coordinate people inside and outside the organization to help
achieve goals.
Informational roles
Informational roles are associated with the tasks needed to obtain and transmit information for the
management of the organisation.
- Monitor role: It requires managers to analyse information from both the internal and external
environment as a means of making better informed decisions.
- Disseminator role: It refers to how managers transmit information to influence the attitudes and
behaviour of employees. Effective dissemination requires the understanding of the appropriate
media and balance, tone, and nuance of the communication sent.
- Spokesperson role: The spokesperson is the main conduit for information from the organisation
to the outside world, they should be able to communicate the mission and aims of the
organization they represent and present it in a positive but realistic light.
Decisional roles
Decisional roles are associated the methods managers use to plan strategy and utilise resources to
achieve goals.
- Entrepreneur role: Managers need to be able to decide on what new projects or activities to
initiate; invest for making profits; make difference between gaining a competitive advantage or
not.
- Disturbance handler role: Constant changes require managers to take responsibility and address
various forms of disruption affecting the organization.
- Resource allocator role: In this role managers should take a strategic view of resources and
channel them to areas that best support the tactical aims of the organization.
- Negotiator role: Managers need to have negotiation skills appropriate to each stakeholder group
and to work towards a solution that does not compromise the long term aims and objectives of
the organisation.
LECTURE 2
- they must know how to perform the tasks assigned to those they supervise.
Conceptual skills
- Depend on the manager’s ability to think in the abstract.
- Understand the overall workings of the organization and its environment,
- To grasp how all the parts of the organization fit together, and to view the organization in a
holistic manner.
- This ability allows them to think strategically, to see the “big picture,” to make broad-based
decisions that serve the overall organization.
- The ability to understand the effect of a change
1. Marketing Manager
- Marketing managers work in areas related to the marketing function— getting consumers and
clients to buy the organization’s products or services
• Manage marketing mix
• New-product development,
• Promotion,
• Distribution.
2. Financial Manager
- Financial managers deal primarily with an organization’s financial resources.
- They are responsible for such activities as
• accounting,
• cash management,
• investments.
- In some businesses, such as banking and insurance, financial managers are found in especially
large numbers.
3. Operation manager
- An operations manager is responsible for implementing and maintaining the processes that an
organization uses.
- primary objective is to ensure that the company's operations
• run smoothly and efficiently,
• while also achieving strategic goals and
• meeting customer expectations.
- This includes software and other programs that the organization uses to function every day
4. Sales managers
- A sales manager leads and supervises sales teams and oversees the day-to-day sales operations
of a business.
- This person has a robust set of responsibilities, including
• developing the company's sales strategy,
• setting sales goals,
• and tracking sales performance analytics
6. Specialized managers
- Public relations managers deal with the public and media for firms.
- Research & Developmen managers coordinate the activities of scientists and engineers working
on scientific projects in organizations.
- Project managers plan, organize and execute projects while working within restraints like
budgets and schedules.
- Internal consultants are used in organizations provide specialized expert advice to operating
managers.
- Legal consultants responsible for keeping that company's operations compliant with all the
relevant laws and regulations.
Manager vs Leader
LEADER MANAGER
- People who can influence the behaviors of - A manager is someone whose primary
others without having to rely on force responsibility is to carry out the
- People whom others accept as leaders management process within an organization.
- Formal or informal - Allocate the resources of the organization
- Focuses on energizing people to overcome - Focuses on monitoring results, comparing
hurdles to reach goals. them with goals and correct deviation
Contemporary Management challenges and issues
Contemporary management challenges
Characteristics of the new workplace that is emerging in organizations today:
- the new workplace is characterized by workforce expansion and reduction.
- Diversity is also a central component, as is the new worker.
- Organization change is also more common, as are the effects of information technology and new
ways of organizing
Business ethics
- A company’s actions are guided by a set of moral standards.
- Ethics is an individual’s personal beliefs about whether a behavior, action, or decision is right or
wrong.
- Ethics are associated with individuals and their decisions and behaviors.
o It leads interactions with the government and other enterprises,
o its treatment of employees, and
o its relationships with customers.
- Ethical behavior: behavior that conforms to generally accepted social norms (its opposite is:
unethical behavior)
- Managerial ethics consists of the standards of behavior that guide individual managers in their
work.
- Numerous ethical issues stem from how employees treat the
o individuals in organization. It includes, hiring and firing, wages and working conditions,
and employee privacy and respect.
o the organization, especially in regard to conflicts of interest, secrecy and confidentiality,
and honesty.
- Business ethics affects both the internal organization and the external perception of the
company.
o Internally, having solid ethics can mean having guiding values, fostering a culture of
compliance and enforcing a code of conduct.
o Externally, the ethics of the organization can influence the reputation of the company and
the public perception. It is an opportunity to build trust with customers and avoid costly
legal action.
LECTURE 3
Evolution of management theories
Origins of management thought
Early Management Pioneers
- Robert Owen (1771-1858)
- Welsh textile manufacturer (factory owner);
one of the first managers to recognize the importance of human resources and the welfare of
workers.
- He implemented better working conditions, a higher minimum working age for children, meals
for employees, and reduced work hours
- Owen believed that workers deserved respect and dignity.
Fields of management
Schools of management
Contributions Limitations
- + Developed sophisticated quantitative - Quantitative management cannot fully
techniques to assist in decision making. explain or predict the behavior of people in
- + Application of models has increased our organizations.
awareness and understanding of complex - Mathematical sophistication may come at
processes and situations. the expense of other managerial skills.
- + Has been useful in the planning and - Quantitative models may require unrealistic
controlling processes. or unfounded assumptions, limiting their
general applicability
Definitions
A plan is a formal statement of intent that identifies goals and objectives and how they are to be achieved.
A goal is an identified outcome that has been chosen and
an objective is an aim that can be measured and achieved within a stated timeframe.
Advantages of planning
- Systematic approach to achieving aims and goals (potential source of innovation & creativity,
thus competitive advantage)
- Control of activities— which activities needs to be undertaken
- Helps mitigate risk by introducing a measure of control on future events
- Helps the allocation of resources to those activities that deliver goals & objectives
SMART
A model for setting targets:
- Specific: identifying key aspects of performance that can be measured.
- Measurable: identifying key aspects of performance that can be quantified.
- Achievable: specified outcome that is capable of being met.
- Relevant (Realistic): Is the target aligned with objectives? (specified rewards for achieving set
targets)
- Timely (Time-bound): timeframe set for achieving stated outcomes.
Strategic goals
A goal set by and for top management of the organization.
Tactical goals
A goal set by and for the middle managers of the organization
Operational goals
A goal set by and for the lower-level/ first line managerrs of the organization
Strategic plans The overaching plan, how we achieve the goal, The big picture , The approach you
take to achive the goal
- set by a board of directors
- developed to achieve the strategic goal(s) and Mission
- for an extended time horizon (3 / 5 / 10 years)
- 3-5 main directions to achive goals and objective
- general plans outlining decisions of resource allocation, priorities, and action steps necessary to
reach strategic goals.
- plans that address questions of scope, resource deployment, competitive advantage, and
synergy
Tactical plans Tactic is a concrate group of activities taken to execute our strategy (one strategic pillar
has 3-5 tactics to achive)
- are aimed at define and achieve tactical goals
- are developed to implement specific parts of the strategic plan
- involve middle management
- have a somewhat shorter time horizon (1-3 years)
- have more specific and concrete focus
- are more concerned with getting things done than deciding what to do
Operational plans ONE concrate task to solve a specific problem
- focus on carrying out tactical plans to achieve organisational goals
- are developed by fist-line (lower-level) managers
- have a short-term focus
- are relatively narrow in scope
- deal with a small set of activities
- Two subtypes:
o Single-use plans: Developed to carry out a course of action not likely to be repeated in
Contingency planning:
- Dealing with situations that (in)directly affect the operations and objectives
- Constituting a ’Plan B’ if ’Plan A’ fails
- Depends on the nature of the business (e.g., emergency funds)
- Most are implemented at the operational level (e.g., quickly changing production schedules)
- Have to be built into the strategic plans of organizations
Scenario planning
Scenario: imagined sequence of future events.
Structured way for organisations to think about the future.
Develop a small number of scenarios—stories – about how the future might unfold and how this might
affect an issue that confronts them.
Succession planning
- Stage 1 identify critical roles
- Stage 2 conduct role analysis
- Stage 3 design succession plan
- Stage 4 monitor, evaluate, and revise