Perspectives on

management
What is managing?
• Managers vs. Leaders?
• What is a Manager?
• What is a Leader?
Mangers
• Different
environments, different stakeholders, different key
performance indicators, same responsibilities:

 Identifying customers' needs

 Setting targets and putting the necessary resources in place
 Planning and scheduling their own work and the team they manage
 Measuring performance and the outcomes achieved
 Reporting on results.

 Stakeholder = all the people who can be affected by their company's actions
Managerial roles – Henry Mintzberg

• Interpersonal roles — figurehead

• Information roles — effective communicator
• Decision roles — spotting opportunities, allocating resources and dealing
with conflict
Interpersonal roles

• Figurehead — Performing symbolic duties as a representative of the

organization

• Leader — Establishing the organizational culture and motivating the

staff

• Liaiser — Developing and maintaining business networks

Information roles
• Monitor — Collecting all types of information that are relevant
and useful to the organization

• Disseminator — Communicating information from outside the

organization to relevant groups inside the organization

• Spokesperson — Communicating information from inside the

organization to outsiders
Decision-making roles
• Entrepreneur —Spotting opportunities, being innovative and
championing change in products, services or business processes
• Disturbance handler — Dealing with unexpected challenges and crises
• Resourceallocator — Deciding on the most appropriate use of the
organization's resources
• Negotiator — Negotiating with individuals and dealing with other
organizations
Qualities of a manager
• Team player – collaborate with colleagues; interact with clients
• Able to challenge his/ her own assumptions
• Creative thinking skills
• Able to adopt a ‘people perspective’
• Not afraid to ask questions
Organization structure
• Functional — separated according to different aspects of company work (e.g.
producing goods, dealing with financial matters).
• Multi-divisional — separate units specializing in a particular area; separate units
dealing with particular types of products.
• Matrix — a mixture of divisional structures, more flexible and organizes work
around specific projects.
• No formal structure —small companies run by a single person or group.
• Flat —shared responsibility, fewer managers, individuals responsible for their
own tasks.
• Product —divided according to a particular product or type of product,
functional teams.
 Vocabulary
• Chain of command
• Lines of responsibility
• Spans of control
• ‘Managerial mystique’
• Subordinates
• Collective leadership
• Bureaucratic organizations
• Entrepreneurial culture
• Board of management
• Henri Fayol - General and Industrial Management
 administrative management:
 The different roles of management
 The separate functions involved in management

• Frederick Winslow Taylor - The Principles of Scientific Management

(1911)
 scientific management:
 Mass production – optimum productivity rates – greater efficiency
 Setting production targets/ shares of workload

• Peter Drucker – What Makes an Effective Executive? (2004)

 management by objectives:
 decentralization
 knowledge working
Management in different sectors
• Private:
 Private ownership/ entrepreneurs
 Equity – owner/ shareholders/ investors
 Generate profit

• Public:
 Serve the public
 Strategic/ operational plans
 Aims to provide services rather than seek profits

• Not for profit:

 Social objectives
 Accountable to stakeholders
 Triple bottom line: profit, people, planet
NOUN ADJECTIVE NOUN ADJECTIVE

competition/ competitive privacy private

competitor
correction corrective public public

entrepreneur entrepreneurial society social

finance financial strategy strategic

institution institutional sustainability sustainable

Resources managers use
• Data and information:
 proprietary software
 Data mining
 Data collection and analysis
• Time:
 time management software
 incidental expenditures
 daily rates
• Money :
 savings
 grants
 loans
 venture capitalists
 business angels