07/10/2021 – MANG 1003 Notes

 What do managers do?

They communicate and work closely with employees, depending on their management style
e.g. autocratic or will delegate tasks
 Why are you here studying this degree? What will it lead to?
Hopefully have a deeper understanding of what it takes to be a manager so I can apply it for
myself
 Do you want to be a manager?
Yes
 Why/why not?

What is management?

 Organise, motivate and control

 Intention of adding value to resources through resources and people.
 Managers are an identity
 Shapes everything around us
 Stereotype of managers – White, male, older etc

Successful managers don’t mean that they are effective managers. Each focuses on different aspects
of management. Effective will focus on employees and communication whereas successful will focus
on networking.

Value for managers isn’t necessarily monetary. Can be service based e.g. Charities, NHS, Festivals.
Also what is perceived as valuable can be subjective. Some people think new LHR runway is valuable
whereas some see the negatives such as for climate change

Mintzberg’s 10 roles of managers (1973)

Informational – Monitor, Disseminator, Spokesperson

Interpersonal – Figurehead, Leader, Liaison

Decisional – Entrepreneur, Disturbance handler, Resource allocator, Negotiator

Tasks that managers carry out:

 Planning – Setting goals and how to achieve them

 Organising – Allocating resources
 Leading – Influencing others by communicating, directing, motivating etc
 Controlling – Regulating actions so they adhere to standards. Will correct if needed.
Internal contexts that affect managers:

 Culture – beliefs and values

 Objectives – Future of organization
 Structure – How tasks are divided
 Tech – Equipment available to use
 Power – How people use it to influence and control
 People – Knowledge, skills, goals and attributes
 Finance – Availability of money
 Business processes – actual activities involved

Historical contexts:

 ‘That’s how we’ve done it before’

 ‘As a firm, we do…’
 Managers need to look at past, present, future

External contexts:

 Micro – Competitors. E.g. they’re making cheaper phones

 Macro – Trade tariffs. More general and worldwide

Models of management
Models/theories are a way of explaining the world. A variety of models helps as it changes how you
think about the world.

Metaphors of organisations:

 Machines – efficiency, waste, cogs in the wheel

 Organism – DNA, birth, maturity, death
 Brain – How we connect, intelligence, knowledge, networks
 Culture – Society, beliefs, values

Competing values framework

 Flexibility vs control
 Internal vs external focus

 Open systems model – expansion and change

  Human relations model – people/social aspect

 Internal process model – consolidation and continuity

 Rational goals model – Maximising output. Movement to factories and industrialisation in

US. A need to control everything e.g. time, space, amenities, division of labour. Quantitative
focus.

Rational Goals Model:

Frederick Taylor, founder of scientific management. Looked to rationalise work, make it as efficient
as possible. Believes workers are lazy and have control of the labour process. Taylor used piece-rate
to pay employees but daily output went up (60% increase in wages too)

Frank Gilbreth, improved bricklaying efficiency. Managed to get from 120 bricks/hour to 350
bricks/hour.

Henry Ford used Taylorism into Fordism. With 3 main areas; standardisation, assembly lines for
unskilled labourers, slightly higher wages.

In these instances managers become key because they are the only ones that know the whole
processes. They will; use scientific methods, choose best person for job, train and enforce
procedures, provide financial incentives.

Internal Process Model:

Max Weber saw growth of big societies and organisations. Needs big admin. Rules, regs and
hierarchy. Bureaucracy as opposed to personal judgement.

Bureaucracy can be slow and flexible. Instances where rules overrode common sense.

Humas Relations Model:

Reaction to scientific management as recognises humans need development. Key people include
Mayo and Parker Follet.

Mayo discovered more and less light = higher output?

Actually just taking an interest in people made them feel special and improved morale

Finally has a focus on humans but still using them to make as much money as possible. Also the
power is still with the organisation.
Open Systems Model:
Open, non linear system. Has continual interaction and feedback from its environment.