An organisation: a social system created and maintained in order to achieve predetermined onjectives
A manager: a catalyst who transforms resource inputs into desired & valued outputs
The manager's role? to help individuals work effectively towards a common goal
MANAGEMENT THEORY (7 types)
- Classical school - Henri Fayol (1849)
A top-down structure. Laid out universal principles. - Scientific management
FW Taylor (C19) suggested organisations would be more efficient if their knowledge & practices were analysed and the best methods established by management. - Human relations
Motivating people to increase efficiency. Herzberg suggested managers should pay attention to people's reasons for working: need for challenge, interest, recognition, slef-development. - Systems approach Based on the idea a work organisation is a system. Takes in inputs (people, money, materials), processes them and sends outputs into the environment (goods, information).
- Contingency approach
Organisations have to adapt to different influences & demands (there's no single 'best way'). - Empowered teams approach
Geared to be more responsive to market & customer needs and be efficient. Tends to work best where an organisation has a strong mission statement and core values that serve as guidelines for flexible teamwork. - Organic organisation approach
Highly responsive & flexible. Divisions of responsibility are broad and not standardised. Emphasises the business case for activities rather than rules & policies.
FUNCTIONS OF THE MANAGER
1. the classical school: Henri Fayol (C19) POCCC
- Plan: select objectives & methods for acheiving
- Organise: establish structure of tasks (provide systems of info, comms & coordination)
- Command: instructions to subordinates
- Coordinate: harmonise activities
- Control: measure & correct
2. the boundaryless organisation: Jack Welch (2005)
Welch was a former CEO of General Electric and coined the phrase 'the boundaryless organisation'. He worked to break vertical & horizontal boundaries within the business and between the org, its suppliers & customers.
This resulted in shorter chains of command and a more participative approach to decision making. it encouraged cross-functional team working where activities are organised around work process rather than traditional departmental remits.
Welch maintained an open management style, preferring frontline employees, not bureaucrats, providing his business advice.
3. managerial roles: Mintzberg
Mintzberg looked at what managers actually do and draw conclusions from this about the role they play. He indentified 10 mangerial roles.
Interpersonal roles
Figurehead: ceremonial & social duties as org's representative
Leader: uniting & inspiring team to meet objectives
Liaison: communicating outside their workgroup/org
Informational roles
Monitor: recieves info about about the org and compares with objectives
Disseminator: pass on info to the workforce
Spokesman: transmitting info outside the unit/org
Decisional roles
Entrepreneur: mobilising resources to get things done/seize opportunities
Disturbance handler: rectifying mistakes and getting ops back on course
Resource allocator: distributing resources to most efficiently achieve objectives
Negotiator: bargaining for required resources/infuence
Economists refer to managers as enterprise - without them, land, labour and capital can't function. They are custodians of the org's resources.
