SAMPLE Lecture 1: Managers and the Contemporary Workplace and ...
SAMPLE Lecture 1: Managers and the Contemporary Workplace and the Historical Context of Management
Management: the process of planning, organising, leading and controlling the use of resources to accomplish performance goals Managers: getting things done through people and other resources, providing direction and leadership Classical Approaches to Management: Scientific management, Frederick Taylor (used ‘time study’ to analyse motions and tasks) ‘One best way’ 4 key principles Chinese Haier Group: use Western management Administrative Management (used today): Henri Fayol: believed management could be taught Mary Parker Follett Bureaucratic organisation: Max Weber (key government departments) Earlier Management Approaches (Circa 1920s): Behavioural momentum from 1920s Hawthorne Studies – human relations movement, organisational behavioural approaches Quantitative approaches (economic and mathematical criteria for decision making) Types of managers: general managers, functional managers, staff managers, line managers, team leaders or supervisors, project managers, middle managers, administrators. The 4 functions of management: planning, organising, leading, controlling Efficiency and Effectiveness: efficacy- doing things right, effectiveness- doing the right things Both essential in a balanced way Challenges in a 21st Century: The new company is a global company, technology increase, expectation to quickly adapt and improve, emphasis on human capital and intellectual capital Ethics: Managers need to consider sustainable development, environmental protection, product safety, protection of human rights, EEO, equity of compensation, privacy, security, health and safety, freedom from sexual harrasement Value Creation: occurs when resources are used in the right way at the right time and the right cost The Changing Nature of Organisations: technology, command and control, team work, empowerment, workforce expectations, work/life balance TQM: total quality management- managing with commitment to continuous improvement, product quality and customer satisfaction Mintzberg’s 10 Managerial Roles: Interpersonal roles, informational roles, decisional roles Katz Essential Management Skills: conceptual, human, technical Human: ability to work well with others Technical: ability to use a special proficiency in work Conceptual: ability to think analytically and solve complex problems Skill: the ability to translate knowledge into action Managerial learning: never stop learning Managerial competency: a skill based capability for high performance in a managerial position
Management: the process of planning, organising, leading and controlling the use of resources to accomplish performance goals Managers: getting things done through people and other resources, providing direction and leadership Classical Approaches to Management: Scientific management, Frederick Taylor (used ‘time study’ to analyse motions and tasks) ‘One best way’ 4 key principles Chinese Haier Group: use Western management Administrative Management (used today): Henri Fayol: believed management could be taught Mary Parker Follett Bureaucratic organisation: Max Weber (key government departments) Earlier Management Approaches (Circa 1920s): Behavioural momentum from 1920s Hawthorne Studies – human relations movement, organisational behavioural approaches Quantitative approaches (economic and mathematical criteria for decision making) Types of managers: general managers, functional managers, staff managers, line managers, team leaders or supervisors, project managers, middle managers, administrators. The 4 functions of management: planning, organising, leading, controlling Efficiency and Effectiveness: efficacy- doing things right, effectiveness- doing the right things Both essential in a balanced way Challenges in a 21st Century: The new company is a global company, technology increase, expectation to quickly adapt and improve, emphasis on human capital and intellectual capital Ethics: Managers need to consider sustainable development, environmental protection, product safety, protection of human rights, EEO, equity of compensation, privacy, security, health and safety, freedom from sexual harrasement Value Creation: occurs when resources are used in the right way at the right time and the right cost The Changing Nature of Organisations: technology, command and control, team work, empowerment, workforce expectations, work/life balance TQM: total quality management- managing with commitment to continuous improvement, product quality and customer satisfaction Mintzberg’s 10 Managerial Roles: Interpersonal roles, informational roles, decisional roles Katz Essential Management Skills: conceptual, human, technical Human: ability to work well with others Technical: ability to use a special proficiency in work Conceptual: ability to think analytically and solve complex problems Skill: the ability to translate knowledge into action Managerial learning: never stop learning Managerial competency: a skill based capability for high performance in a managerial position
