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Management 1003- Introduction to Management
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MANAGEMENT 1003 – INTRODUCTION TOMANAGEMENT
MANAGING IN ORGANIZATIONS
What is management and what do managers do?
Management is defined as to plan, organise, motivate and control
- Cole and Kelly, 2015
Management is the activity of getting things done with the aid of people and other
resources.
- Stewart, 1967 cited in Boddy, 2019:11
Management is the activity of intending to add value to resources with the aid of
people and other resources.
- Boddy, 2019:7
Management is a relational, reflexive and ethical activity. It is not just something one
does but it is more crucially who one is and how we relate to others.
- Cunliffe, 2014:1 Italics in original
Management is a universal human activity, for instance ‘Managing’ to get things
done (I managed to make it here or I managed to make that train)
Management is a body of knowledge, skills and competencies.
Management is a social form and practice in society.
Management is a defined role and salaried group. (A manager)
Management is an identity.
Management is ethnocentric. (Western culture, USA)
Management is gendered.
Managerialism has rules and an ideology (profit and rationality?) – not everybody
agrees
, Figure 1: Managing organisations and environment (Boddy, 2019:8)
WHAT IS VALUE?
If managers create value, what is value?
It is not just in monetary form (£££)
Charities create value by educating, counselling or caring.
NHS create value by making people better, saving lives and palliative care
Glastonbury create value by experiences
Value is subjective
Value creation for some destroys it for others, for example Heathrow runway
AS A MANAGER , HOW DO YOU BALANCE THIS?
WHAT DO MANAGERS DO?
According to Mintzberg (1973), 10 roles in 3 separate categories
Informational Interpersonal Decisional
Monitor Figurehead Entrepreneur
Disseminator Leader Disturbance handler
Spokesperson Liaison Resource allocator
Negotiator
,Tasks of managers
Planning Setting goals and deciding how to achieve them
Organising Allocating and arranging resources to meet the plan
What tasks need doing, how can these be done, how and by whom?
Leading Influencing ithers by communicating, directing, motivating and
encouraging
Controlling Regulating activities so that they conform to standards and goals, if
not take corrective action is required
INFLUENCING AND SHAPING CONTEXT
Internal contexts
Culture Norms, beliefs and values
Objectives What do we want to achieve
Structure How tasks are divided
, Technology Facilities and equipment used in processes
Power Power of people, used to influence and control
People Knowledge, skills, attitudes and goals
Business processes The actual activities involved
Finance £££
Historical context
How we have always done it (Organisational memory)
We are a company that does “X”
Managers must look to the past, present AND future
Good things in the past, not so good things…
External context
Micro
Competitors, for example UoS (2 universities in a city) or Apple and Samsung are
making folding phones.
Macro
More general, for example a pandemic or an invasion in Eastern Europe increases
gas prices.
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