Week 6 Management Presentation

1. Management
Week 6 Business IT/Systems

2. What is Management?
• Management relates to all activities
and is undertaken at all levels of an
organisation
• A number of different classifications are
attributed to the meaning of
management and to the work of a
manager
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3. Defining Management
Management guru Peter Drucker says:
“Management is tasks. Management is a
discipline. But management is also
people. Every achievement of
management is the achievement of a
manager. Every failure is failure of a
manager”
Mullins L. J., 2007, Management and
Organisational Behaviour, Pearson
Education Ltd, GB, pp. 166
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4. Defining management
• Management...
– it takes place within a structured
organisational setting, with set roles
– is directed towards the attainment of
aims and objectives
– is achieved through the efforts of
people within the organisation
Mullins (2007)
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5. Management Styles
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• are overall method of leadership used by
managers
• they are characteristic ways of making
decisions and relating to subordinates
• managers have to perform many roles in an
organisation and how they handle various
situations will depend on their style of
management
Three recognised styles: Autocratic,
Paternalistic, Democratic

6. Management Styles
Autocratic (Authoritarian)
Characteristics:
• decisions are made with little
involvement from front-line workers
• management maintains total control
• top-down communications and
decisions, from higher hierarchical
levels to the lower ones
– tasks are allocated
– objectives are sets

7. Management Styles
Paternalistic (Dictatorial)
Characteristics:
• decisions are explained
• ensures employees’ social and leisure
needs are met
• believes in top-down as well as
bottom-up communication

8. Management Styles
Democratic (Social equality)
Characteristics:
• encourages employees to take part in
decision-making
• uses delegation
• operates an open-door policy to
ensure that communications are carried
out openly and freely
Example: Bill Gates

9. Management Structures
• depend entirely on the organisation's
objectives and the strategy chosen to
achieve them
• it is the method by which staff,
departments, divisions and regions work
and interact with one another
• the structure determines the manner and
extent to which roles, power, and
responsibilities are delegated,
controlled, and coordinated, and how
information flows between levels of
management
Two well known structures are:
Hierarchical and Flat

10. Hierarchical
• has a set chain-of-command - each unit
in the organisation (except that at the very
top) is subordinate to another unit or
division
• each individual employee communicates
directly with an immediate supervisor or
subordinate
• this structure, is mostly seen in large
organisations and government

11. Flat
• promote a decentralised decision-
making process
• increases staff involvement
• fewer or no management layers
between front-line workers and the
organisational leaders
• this structure works well in smaller
organisations, or within smaller
defined units of a large organisation

12. Example Organisational
Management Structure
Finance
Director
IT
Director
HR
Director
Operations
Director
Marketing
Director
Sales
Director
Middle
Management
Operational
Management
Managing Director
Top
Middle
Operational

13. The decision making process
A short audio clip from ‘The Times 100’
http://www.thetimes100.co.uk/case-study--
improving-strategic-decision-making--
114-365-2.php

14. The decision making process
A short audio clip from ‘The Times 100’ http://www.thetimes100.co.uk/case-
study--improving-strategic-decision-making--114-365-2.php
‘Effective strategic business decisions bring together the right
resources for the right markets at the right time.’
‘Business decisions must reflect an organisation's aims.’
‘To achieve its aims and objectives, a business puts in place
strategies.’
‘Talking to customers about what they like, visiting other outlets to
see the competition and examining in-house data on costs,
pricing and service could provide valuable information.’
‘Monitoring the feedback from, or outcomes of, a decision allows
the business to know what is working and what is not, which
leads to a new decision making cycle.’

15. Basic Levels of management
Strategic
Tactical
Operational
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Top
Middle
Operational
(Line)

16. 16
Strategic Information
• used to plan the aims and objectives
• assess whether the objectives are being
met in practice
• monitoring the whole organisation and
the business sector in which it operates

17. 17
Tactical Information
• used to determine how
effective and efficient
processes, controls and
activities are
• monitoring how resources
and processes being
applied
• monitoring the co-
ordination and planning
through reporting

18. 18
Operational Information
• used in the supervision of planned
processes
• execution of specific activities
• monitoring staff resources and their
activities

19. Levels of Management
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Set aims
Consider internal /
external environment
Plan and make
decisions
Report to top management
Oversee operating
management
Develop and implement
activities
Allocate resources
Report to middle management
Supervise employees
Co-ordinate activities
Involved in day-to-day operations
Strategic
Tactical
Operational

20. Levels of Management
• ‘levels’ are zones of activity rather than
as people...
• the ‘levels’ are a simplification of how
we might summarise the activities at
different levels in organisation
• organisations vary and the levels of
responsibility, authority and control
given to individual managers may vary
significantly
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21. The nature of management
• Is to manage all processes in an
organisation
– Management can be seen as an
integrating activity, existing within
and between departments and
working groups throughout the
organisation
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