Samenvatting

Summary - Management (HBA03C)

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Management (HBA03C)

Instelling
Katholieke Universiteit Leuven (KU Leuven)

This is an executive summary of Prof. Annick Vanrossem's management course in the first year of BBA. All the information from the slides and my extra notes are in this document.

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Geupload op 24 mei 2023
Aantal pagina's 73
Geschreven in 2020/2021
Type Samenvatting

Management
Chapter 1: what is management?
I. What is management
Example – Sellafield plant
- Process workers are to blame for the scandal, leading to cancelled orders and
resignation of CEO
- Core of scandal was lack of management skills (leadership, communication,
motivation, supervision)
- Report NII (British Nuclear Installations Inspectorate) discovered a lack of high-
quality safety systems and improper management -> focused on nature of job, lack of
supervision and poor training => procedural failings
- Data check was part of quality assurance inspection -> falsifying data became a way
of avoiding what was seen as pointless
- Wasn’t enough investment in training, but insisted senior managers weren’t to blame
+ you rely on operators

Improper management
- No safety strategy or culture
- Poor organization of work/ job design
- Lack of people skills
- No motivation
- Poor leadership, communication, control, decisions
Managers are critical to get things done

Four functions of management

Daft: “All odd numbers are considered more important than even numbers for LONG TERM
success as a manager”
Odd numbers= dealing with people (colleagues, boss, subordinates…)
Values, motivating, giving purpose
- Spend 50% + in care and feeling of people (lunches to meet and network) + spend as
much time as possible talking and listening to subordinates
Mary Parker Follet: “Management is the art of getting things done through people”
- To get things done for success in a changing environment

What is management?

,To get things done
- Achievement of organizational goals in effective and efficient manner (planning,
organizing, leading, controlling organizational resoucres)
Managers want success
- Coordinating and overseeing work activities of others -> that their activities are
efficiently and effectively
Managers work in changing environment
- Process of working with and through others to achieve organizational goals in a
changing environment

Efficiently and effectively?
Efficiency= doing things right, getting most output for least inputs
Effectiveness= doing the right things, attaining organizational goals
- Quinn & Rohrbaugh: competing value approach
- is it productivity, capital growth, happiness of employees?
- Effectiveness is a ‘fuzzy’ concept
- Interviewed ‘experts’
- Similarity judgement
- Multidimensional scaling (Indscal)
Quinn Rohrbaugh completing value framework – 4 indicators of effective organizations from
2 conceptions
(1) Y-axis: structure (flexibility, control)
(2) X-axis: focus (internal, external)

Values ->
culture

CLAN CULTURE: ADHOCRACY:
Extended family – mentoring, nurturing, Dynamic, entrepreneurial, people, take risks,
coaching innovation

HIERARCHY: MARKET ORIENTED CULTURE: Competitive
Culture of structure and control, coordination, organizations – Results oriented, getting the job
formalization, efficienty done, Internal competition, achievement
Means -> structure
Simple organization Adhocracy/network organization
Machine organization Diversified/division organization
Critiques
- Methodological issues
- Other research; adhocracies are less innovative than market cultures

, - Quadrants are not paradoxes, they complete each other

II. What do managers do?
- Managers continuously take decisions concerning planning, organizing, leading and
controlling
- What they do mostly depends on their level

Management levels
- Top managers (CEO): P -> O -> C
- Middle managers (department managers): O -> C -> L
- First-line managers (functional head): L -> C -> O
- Non-managers

Management roles
- Informational roles
- Monitor: seek & receive information
- Disseminator: forward information to others
- Spokesperson: transmit information to outsiders
- Interpersonal roles
- Dealing with people, relations
- Figure head: perform ceremonial duties
- Leader: direct and motivate subordinates
- Liaison: maintain information links
- Decisional roles
- Entrepreneur
- Disturbance handler: take corrective actions
- Negotiator: represent departments during negotiations
- Resource allocator: decide who gets resources

Management skills – emotional intelligence
Self-awareness= ability to read one’s emotions + recognize their impact
Self-management= controlling one’s emotions + impulses and adapting to changing
circumstances
Social awareness and empathy= ability to sense, understand and react to others’ emotions
while comprehending social networks
Relationship management= ability to inspire, influence and develop others while managing
conflict

III. Does management matter?
Management scores were compared with performance data -> significant correlations were
found between management score:
Return On Capital Employment (ROCE)
Total Factor Productivity (TFP)
Higher sales per employee

, Higher stock market valuations

What explains differences in the average management scores?
- Country: 2% for its average management score
- Industry and sector: 42%
- 56% to be determined entirely by what managers choose to do
 Yes, management matters!!

Fun to be a manager?
Stressors: increased workload, challenge of supervising former peers, responsibility, balance
+: leading, networking, innovating
-: controlling, desk work, working under time pressure

IV. What is an organization?
Organization= deliberate arrangement of people assembled to accomplish some specific
purpose that individuals independently couldn’t accomplish alone
- Direct purpose (goal)
- Composed of people
- Deliberate structure

V. Management of small businesses and non-profit organizations
Small business: less hierarchy, less specialization, less resources for things outside the core
Non-profit: less tangible added value, accountability, different culture and values

VI. Why to study management?

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