Introduction to Management

1
Introduction to Management

• Aim
• To introduce the functions, processes and context
  of managerial work in organisations

2
Initial ideas

• In groups of 2/3 consider the following
• What is management?
• Who are managers (types)?
• Why the need to manage?
• Where do managers manage?
• How do managers manage?

3
What is management?

• A set of activities directed at an organisations
  resources with the aim of achieving
  organisational goals in an efficient and
  effective manner.
• (Griffin 20028)

4

• Activities - the management process of planning,
  decision making, organising, leading and
  controlling
• Resources - human, financial, physical and
  information
• Efficient - using resources wisely and in a
  cost-effective way
• Effective - making the right decisions and
  successfully implementing them

5
Who are managers?

• Someone whose primary responsibility is to carry
  out the management process
• Functional managers - e.g. marketing
• General managers - head of an org. unit
• Line managers - responsible for direct contact
  with customers/consumers
• Staff managers - responsible for support
  functions (finance, legal affairs)
• Project managers - responsible for temporary
  teams

6
Why the need to manage?

• 1. External environment
• Changing needs of societies
• Technology
• Economic trends
• Political demands
• Competition - customers, suppliers
  competitors

7

• 2. Organisational processes
• organisational objectives
• organisation structure
• business processes and technology
• people
• finance
• power
• culture

8
Where do managers manage?

• Profit seeking organisations
• large businesses
• small and start -up businesses
• international management
• Not-for-profit organisations
• government organisations
• educational organisations
• healthcare facilities
• non-traditional organisations

9
How do managers manage?

• the emissaries
• the writers
• the discussers
• the trouble-shooters
• the committee members
• (Stewart 1967)

10
Ten managerial roles (Mintzberg 1973)

• Informational
• Monitor - seeking and receiving information,
  maintaining networks
• Disseminator - forwarding information
• Spokesperson - representing the organisation

11

• Interpersonal roles
• Figurehead - Ceremonial and symbolic duties
• Leader - Direct and motivate others, train advise
  and influence
• Liaison- maintain information links beyond the
  organisation

12

• Decisional roles
• Entrepreneur - developing organisations
• Disturbance handler - corrective action during
  crises, resolving conflict, adapting to change
• resource allocator - decide who gets resources,
  schedule budgets, set priorities
• negotiator - represent organisation during
  negotiations

13
Case study - Ice Cream Wars

• Whilst watching the video consider the following
  questions
• How does the management process take place in
  practice?
• What evidence is there for Mintzbergs ten
  managerial roles?
• What aspects of the case fall within the remit of
  marketing?

14
The managerial process

• Most managers engage in more than one
• activity at a time and often move back and
• forth between activities in unpredictable ways
• Planning and decision making
• organising
• leading
• controlling

15
Ten managerial roles

• Monitor -
• disseminator
• spokesperson
• figurehead
• leader
• liaison
• entrepreneur
• disturbance handler
• resource allocator
• negotiator

16
Marketing

• Being customer orientated
• Meeting customer needs
• Product quality - differentiation
• Pricing and the competition
• Distribution channels
• Promotion, communication, public relations