MCD2040 – MANAGING PEOPLE AND ORGANISATIONS

Week 1
Management in Context
Reading: Chapter 1

Theme: Management
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 Welcome to MCD2040!
Every week you need to:
• Read through your lecture slides & make notes (which you must take to class)
• Watch the Videos then do the Quizzes – they are all on Moodle
• Read your compulsory readings
• You’re then all ready for your classes (tutorials) on the topic
to be held the following week. Week 2 Tutorials will cover this lecture.
What do the icons mean?

When you see the below icons, do the following:

Pages
6 - 10

Pages in the textbook Complete the question. Watch the video. Complete the quiz. Web link on slide.
where you can read more Make sure to click
about the specific it for more
learning objective. information.

Remember:
• The weekly quizzes are worth 1% (10% in total for the course)
• You cannot do the quizzes if you have NOT watched the videos
• Week 1 Lecture will be discussed in Week 2’s Tutorials (In Class)

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This week we will learn:
• What is Management? NOTE: These are the Learning
Objectives of the Week! You
o Is there one definition?
should be able to answer these
o What are the different types of managers? in order to do well in your
exam.
• What do managers do?
o Four functions of management: Planning, Organising, Leading and Control (POLC)
• What skills do managers need?
o Technical, Human and Conceptual Skills
• What roles do managers do?
o Interpersonal, Informational and Decisional roles (10 different types)
• What impacts managers’ jobs?
o Security concerns, business ethics, concerns about the environment, increasing
competition & changing technology.
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 Learning Objective 1

What is Management?
Is there a single definition?
What are some types of managers?
Pages
6-8
Who is a Manager? What is Management? Where do managers work?

Q. Who is a Manager?
A. Someone who coordinates and oversees the work activities of others so
that their activities are completed efficiently and effectively (pg 7).
Q. What is Management?
A. Management is the process of coordinating and overseeing the work
activities of others so that those activities are completed efficiently and
effectively (pg 9).
Q. Where do managers work?
A. In an organisation. An organisation is “a
deliberate arrangement of people to accomplish
some specific purpose” (pg 8).
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Who is a manager?
Who is a manager – definitions from real managers
• “A manager is not a person who can do the work better than his men; he is a
person who can get his men to do the work better than he can”. Frederick W.
Smith (Founder and CEO of Fed Ex)
• “The productivity of work is not the responsibility of the worker but of the
manager”. Peter Drucker (Management Consultant)
• “A manager is a guide. He takes a group of people and says, 'With you I can
make us a success; I can show you the way.’” Arsene Wenger (Manager of
Arsenal)
• “One of the jobs of a manager is to instill confidence, pump confidence into your
people. And when you've got somebody who's raring to go and you can smell it
and feel it, give 'em that shot.” Jack Welch (Former CEO of General Electric).
Quotes taken from www.brainyquote.com

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What does Efficiency & Effectiveness mean?

Efficiency
• Doing things right
• Getting the most output from the least amount of Management is all about
inputs or resources increasing efficiency and
effectiveness!
• Not wasting resources such as money, time and
materials
Effectiveness
• Doing the right things
• Doing the work activities that will help the
organisation reach their goals
• Completing activities so that the organisation
improves or gains an advantage over a competitor

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What does Efficiency & Effectiveness mean?
• Efficiency is concerned with the means (the how or methods) of getting
things done, effectiveness is concerned with the ends (the end result), or
the attainment of organisational goals.

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Types of Managers
Top level managers
Responsible for making organisation-wide
decisions and establishing the goals and
plans that affect the entire organisation
Middle managers
All levels of management between the first-
line level/top level of the organisation
First-line/Front-line managers
The lowest level of management, and
manage the work of non-managerial
employees. They interact directly with
customers.
Source: http://images.flatworldknowledge.com/collins_2.0/collins_2.0-fig06_006.jpg

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Learning Objective 1: Application
Put the following into their managerial level categories of: TOP, MIDDLE, FIRST-
LINE.
• Team leader • CEO

• Managing director • Store manager

• Supervisor • Shift manager

• Regional manager • COO

*See Appendix 1 for answers

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 Learning Objective 2
What do managers do?
Describe the four functions of managers: POLC

Pages
9 - 13
What do managers do?
We analyse what managers do by studying the following management
functions, skills and roles.

FUNCTIONS ROLES SKILLS

(Fayol, 1916) (Mintzberg, 1983) (Katz, 1974)
• Planning • Interpersonal • Technical
• Organising • Informational • Human
• Leading • Decisional • Conceptual
• Controlling

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What functions does a manager do in their job?

Management Functions (Fayol, 1916)

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Which function does a manager do more?
All types of managers in all organisations perform all the essential
management functions. Some though perform certain functions more often
than others. It depends what type of manager you are.

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Real World Examples of the Functions

The aims of War Child (a charity organisation) are to:

Focus public attention on the plight of children in war zones and
minimise the suffering of children by bringing material aid into war
zones.
Which Function might this example display?
(See the video for the answer)

Team work is integral to the way Capco (a financial services

company) operates. Its teams are composed of a variety of people
from different areas of the business. They work together, using their
different strengths, skills and experience to deliver a project.
Which one or more of the Functions does this example show?
(See the video for the answer)

Source: www.businesscasestudies.co.uk 17
Real World Examples of the Functions

Andy Taylor (the CEO of Enterprise Car Rentals)

insisted all branches use ESQi, the customer
satisfaction measure, because it met the
business’s objective. In order to gain commitment
to using the process, employees may be promoted
when they achieve high customer satisfaction
scores. This was a big motivator for staff.

Which Function is being displayed by the manager

above?
(See the video for the answer)

Source: www.businesscasestudies.co.uk
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Learning Objective 2: What do managers do?

Test your knowledge

Watch Video 1 on Complete Quiz 1 on

Moodle Moodle

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 Learning Objective 3

What do managers do?

Describe the three skills which managers use.

Pages
15 - 16
What skills do managers need?

A manager’s job is varied and complex. Managers need certain skills in

order to perform the duties and activities associated with being a
manager. Katz (1974) found that managers need three essential skills or
competencies:
• Technical skills
o Knowledge of and proficiency in a certain specialised field
• Human skills
o The ability to work well with other people individually and in a group
• Conceptual skills
o The ability to think and to conceptualise about abstract and complex
situations. It involves the ability to use information to make good decisions.

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Skills needed at different managerial levels

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Real world examples of Katz’s Skills: Toyota
“The company had already worked on a variety of
issues, but energy costs and environment were
areas that remained little addressed. As I looked
more into these issues, I realized it was actually a
huge challenge. So, I decided to commit myself
to providing a solution to one of the most
significant problems of the 21st century.”
Toyota Company Chairman,
Takeshi Uchiyamada
In response to rising energy (petrol) costs
and customer environmental concerns,
the Chairman of Toyota decided to
manufacture the Toyota Prius, the
world’s first low petrol use Hybrid
electric car.
This shows the use of conceptual skills as
Chairman Uchiymada used a complex
range of information from many sources
(about rising energy costs and customer
needs) in order to make a decision which
would give Toyota an advantage in the
future (the development of the Prius).
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Real world examples of Skills
Redrow’s apprenticeship scheme is central to its workforce
planning. In the early 2000’s Redrow took on around 12
apprentices per year but this has steadily increased to around 50
per year. Redrow is proud of supporting over 250 apprentices in
the past 10 years, with many of them going on to very successful
careers. In recent years the company has made significant
improvements to its schemes, for example, it introduced
regional and national awards for the top performing apprentices
to provide them with a route into management. Within its
apprenticeships scheme, Redrow uses work placements as the
main on-the-job training method.

Which skill is being displayed by the management at Redrow?

(See the video for the answer)

Source: www.businesscasestudies.co.uk
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Learning Objective 3: What do managers do?

Test your knowledge

Watch Video 2 on Complete Quiz 2 on

Moodle Moodle

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 Learning Objective 4

What do managers do?

Describe Mintzberg’s managerial roles.

Pages
13 - 14
Managerial Roles
Mintzberg (1983) in “The Nature of Managerial work” divides the work of a manager into
three broad categories that contain 10 specific roles. Managers can do multiple roles at one
time.
• Interpersonal: how a manager interacts with people
o Figurehead
o Leader
o Liaison
• Informational: how manager exchanges and processes information
o Monitor
o Disseminator
o Spokesperson
• Decisional: how a manager makes decisions
o Entrepreneur
o Disturbance handler
o Resource allocator
o Negotiator

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Real World Examples of Mintzberg’s Roles - Samsung
“First of all, I deeply apologise to all of our
In late 2016, Samsung had to recall their newly customers, carriers, retail, and distribution
released Galaxy Note 7 Phone after some disastrous partners. [...] We believe that, as a first step to
regain your trust, it is important to provide you
incidents. Samsung’s Mobile Communications Division with a thorough understanding of the cause
President, Dong-jin Koh (pictured), apologised to the behind the Galaxy Note 7 incidents and to
world’s media for the company’s faulty product. implement a comprehensive plan to take
preventative measures.”
In doing this, he performed several managerial roles: Dong-jin Koh, President of Mobile
• Figurehead & Leader, as the person in charge of Samsung’s Communications Division, Samsung
mobile phone division. People wouldn’t believe an apology if
it was from a lower level manager or someone who was not in
charge of phone operations (Samsung is a BIG company).
• Spokesperson, advising the outside world what Samsung was
doing to fix the problem.
• Disturbance Handler, was taking responsibility for handling
the damaging situation which could ruin the company’s
reputation, by trying to resolve the issue.

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Real World Examples of Mintzberg’s Roles - Logica
As part of its sustainable focus, Logica has also
responded quickly to government initiatives on
climate change and reducing emissions.
For example, it has been involved in the government’s
new Cycle Hire Scheme in London. It secured the
contract for the major IT components with Serco, the
contractor responsible for designing, building and
operating the system. Logica’s role is central and
focuses on the design and build of the simple-to-use
payment system.

Which of Mintzberg’s 10 roles is being applied here?

(See the video for the answer)

Source: www.businesscasestudies.co.uk
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Real World Examples of Mintzberg’s Roles - Virgin
All Virgin Media technicians are managed through
the ‘Your Story Framework’ for career progression.
This includes regular meetings to discuss
performance, review progress against set objectives
and develop plans which offer a clear career ladder
to enable progression within the company. This
approach ensures fairness and consistency and also
offers opportunities for progression in salary.

Which of Mintzberg’s 10 roles is being applied here?

(See the video for the answer)

Source: www.businesscasestudies.co.uk
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Which role do different managers do?
• Managers perform the same roles
regardless of the type of organisation, or
level in the organisation
• The emphasis a manager would give to
various roles changes with
organisational level.
o Lower levels: Leader role more important
o Higher levels: Disseminator, figurehead,
negotiator, liaison and spokesperson roles
are more important
• The emphasis on roles also changes
based on if the company is small or large
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Which role do different managers do?
• Research shows that the relative degree and mixture of roles performed
by managers will depend on the functional area of the organisation.
Nonetheless, all managers have to be a: leader, liaison and disturbance
handler and do the four functions of management:
Managerial Roles Functional Area

Decisional Manufacturing & Production

Interpersonal Sales & Marketing

Informational Accounting & Finance

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Learning Objective 4: What do managers do?

Test your knowledge

Watch Video 3 on Complete Quiz 3 on

Moodle Moodle

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 Learning Objective 5

What are some of the changes impacting on a managers job?

Pages
21 - 24
What are the changes impacting on the manager’s job?
Managers have always had to deal with changes taking place inside and
outside their organisation. However, in today’s world, change is a constant.
Management is becoming an increasingly complex and demanding activity. It
is likely that more managers will have to manage under such demanding
circumstances, and the fact is that how managers manage is changing.
Four areas that have a significant impact on managers’ jobs include:
1. Customers – e.g. they expect more and for less cost
2. Social media – e.g. positive & negative feedback is shared instantly around the world
3. Innovation – e.g. technology is constantly advancing with new ideas emerging
4. Sustainability – e.g. now is important to give back to society & protect the environment

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What are the changes impacting on the manager’s job?

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Real examples of Changes
The company Portakabin that builds portable buildings, has a unique
Customer Charter for its sales and hire customers. These set out, in
detail, the high levels of service that customers can expect.
They include:
o completion of every project on time and to the agreed contract sum
o a service response within 24 hours from the customer services team
o picking up the phone within four 'rings' - and by a person, not an
automated system
o a response or visit within 24 hours of a request to be included in the
customer care programme.

What change are these initiatives by Portakabin responding to?

*See Appendix 2 for answers

Source: www.businesscasestudies.co.uk 38
This week we have…….

• Learnt about what is management and the different types of managers

• Examined the four functions of management: Planning, Organising,
Leading and Control (POLC)
• Reviewed the skills managers need and how that differs between different
management levels
• Discussed the various different types of roles managers do
• Explored how security concerns, business ethics, concerns about the
environment, increasing competition & changing technology are
impacting the job managers do.
Can you explain each of
these Learning Objectives
now that you have finished
reviewing these slides?
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Next week….
• We will look at the history of management
• Examine key theories that have shaped management today including:
o Scientific Management
o General Administrative Theory
o The Hawthorne Studies
o Systems Theory
o Contingency Approach
• In class (Week 2) you will have:
o Tutorial 1: to discuss one of Week 1’s Lecture’s key points so much sure to bring
your notes!
o Tutorial 2: do a practice test so make sure to read your case study!

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Appendix 1: Learning Objective 1- Application
ANSWERS:
Categorise the following into their managerial levels (TOP, MIDDLE, FIRST-LINE)
• Team leader • CEO
(Top)
(First line) • Store manager
• Managing director (First line or Middle)
(Top) • Shift manager
• Supervisor (First line)
(First line) • COO
• Regional manager (Top)
(Middle)

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Appendix 2: Change responded to by Portakabin

ANSWERS:
• Portakabin is responding to the change of “increased
competitiveness.” The environment Portakabin operates in has
many competitors who are all competing for the same customers.
• In order to respond to this change it has had to improve its
customer service.
• Having outstanding customer service gives Portakabin a
competitive advantage over other businesses in the same industry.

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