The changing paradigm of management

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Lecture overview
 Current challenges for managers
 Managers who make a difference
 The definition of management
 The four management functions
 Organisational performance
 Management skills
 When skills fail
 Management types

Lecture overview
 What is it like to be a manager?
 Managing in small businesses and not-for-profit
organisations
 Management and the new workplace
 Turbulent times: managing crisis and unexpected
events
 Australia’s managers: improving from a low base

1
Current challenges for managers
 Challenges for government
 Three levels: federal, state and municipal
 Managerial and policy challenges
 Challenges for business
 Local and global
 Large and small firms
 Challenges for individual employees
 Skills; job insecurity; careers

Managers who make a difference

 The management revolution
 Expect the unexpected.
 Embrace change.
 Create vision and cultural values.
 Foster a collaborative workplace.

The definition of management

‘Management is the attainment of organisational
goals in an effective and efficient manner through
planning, organising, leading and controlling
organisational resources.’

(Samson and Daft, 2009: 12)

2
The four management functions
 Planning
 Leading
 Organising
 Controlling

The four management functions

 Planning
 Defining goals for future organisational performance
and deciding on the tasks and use of resources
needed to attain them.
 Leading
 Involves the use of influence to motivate employees
to achieve the organisation’s goals

The four management functions

 Organising
 Assigning tasks, grouping of tasks into departments
and allocating resources to departments.
 Controlling
 Monitoring employees’ activities, keeping the
organisation on track towards its goals, and making
corrections as needed.

3
Organisational performance
 The organisation’s ability to attain its goals by using
resources in an efficient and effective manner:
 Effectiveness
 The degree to which the organisation achieves a
stated goal.
 Efficiency
 The use of minimal resources, raw materials, money
and people, to produce a desired volume of output.

Management skills
 Conceptual skills
 Cognitive ability to see the organisation as a whole
and the relationship among its parts.
 Human skills
 Ability to work with and through other people and to
work effectively as a group member.
 Technical skills
 The understanding of and proficiency in the
performance of specific tasks.

When skills fail

 Managers often make mistakes due to a variety of
reasons:
 Demands of the rapidly changing environment.
 Other factors: poor communication, failing to listen,
using employees, suppression of dissenting viewpoints,
lack of team building in trust and respect.

4
Management types
 Vertical differences
 Top managers
 Middle managers
 Project managers
 First-line managers
 Horizontal differences
 Functional managers
 General managers

Management types
<<Insert Exhibit 1.3 Samson 3e p24>>

What is it like to be a manager?

 Making the leap: becoming a new manager.
 Manager activities: adventures in multitasking.
 Manager roles.

5
What is it like to be a manager?
 Making the leap: becoming a new manager
 The manager identity

What is it like to be a manager?

 Manager activities: Adventures in multitasking
 Variety
 Fragmentation
 Brevity

What is it like to be a manager?

 Manager roles
 Informational
 Monitor, disseminator, spokesperson
 Interpersonal
 Figurehead, leader, liaison
 Decisional
 Entrepreneur, disturbance handler, resource allocator,
negotiator

6
Managing in small businesses and
not-for-profit organisations

 Small business  Not-for-profit manager

manager  Figurehead
 Spokesperson  Leader
 Entrepreneur  Resource allocator

Management and the new

workplace

Management and the new

workplace
 Forces on organisations
 Globalisation, technology, diversity and rapid
change.
 The innovative response
 New technologies and innovative management
practices.
 New management competencies
 Customers and employees (over profits), leadership,
team-building and relationships.

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Turbulent times: managing crises
and unexpected events
Managing crises and unexpected events
 Stay calm.
 Be visible.
 Put people before business.
 Tell the truth.
 Know when to get back to business.

Australia’s managers: improving

from a low base
Manager Strengths Manager Weaknesses
 Hardworking  Took short-term view
 Egalitarian  Lacked strategic view
 Open, genuine and direct  Lacked open-mindedness,
 Honest and ethical showed rigidity towards learning
 Innovative  Complacent
 Independent thinkers  Poor at teamwork
 Inability at coping with
 Flexible, adaptable and
differences
resourceful
 Poor people skills
 Technically sound
 Lacked self-confidence