Organisational Management and Compliance

What is Management ?
Presented by
Rifat Amin Ryhan
1.1 What is an organisation?

What is an
organisation?
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1.1 What is an organisation?

Let's approach the question

from a purely practical angle.

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1.1 What is an organisation?

Chester Barnard (1938) used an example

A man trying to lift a stone which is too heavy for him

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1.1 What is an organisation?

But the man is able to move the stone with other’s help
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1.1 What is an organisation?

This is how
organisation works
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1.1 What is an organisation?

Chester Barnard (1938) described an organisation as

'a system of cooperative human activities'.

Another writer described organisation as

'systems of behaviour designed to enable humans
and their machines to accomplish goals'.

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1.1 What is an organisation?

Organisations are
'social arrangements
for the controlled
performance of
collective goals'

Buchanan and Huczynski, 1991

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1.2 Social arrangements

What is social
arrangements?
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1.2 Social arrangements

Goals of
organisation is
achieved through
This is called the inter-
social relationships,
arrangements co-operation and,
on occasion,
conflict between
individual
members.
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1.2 Formal organisation
It has planned division of
responsibility and a well-
defined structure of
authority and
communication.

The organisation
structure provides for It is deliberately
consistent functions and constructed to
roles, irrespective of fulfil specific
changes in individual goals.
membership.

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1.2 Informal organisation

Examples of an
informal organisation are
colleagues who tend to lunch
together and 'cliques'

It is loosely
Informal organisations structured, flexible
always exist within and spontaneous,
formal organisations fluctuating with its
individual
membership.

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1.2 organisational culture

What is
organisational
culture?
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1.2 organisational culture

Organisational culture consists

of the shared assumptions,
values and beliefs of its
members; its collective self-
image; its sense of 'the way we
do things round here’; its
general 'style‘.

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1.2 Some aspects of organisational culture

(b) Beliefs and values

expressed by the managers and
members, in sayings, slogan or
mottoes; in-joke, stories and so
on.

(c)Visible signs such as (a)Underlying

the style of the offices or assumptions:
what people wear, the belief in quality or
formality or informality the importance
of communication of the customer; trust
between managers and in the organisation;
staff and so on. freedom to make
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decisions
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1.3 Collective goals All
organisations
have
collective or
shared goals

(a) Ideological (c) Shared personal

(b) Formal goals :
goals: are to do goals : the individual
are set by a
with beliefs, values members agree on what
dominant individual
and 'mission'. (e.g. they want from the
or group.
Telecom org. wants organisation
(by founder, Mgt.
to see the world (e.g. a group of
etc.)
talking) academics deciding to
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pursue research).
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1.4 Controlled performance

Control is the overall process whereby goals and

standards are defined, and
performance is monitored, measured against the
goals and adjusted if necessary, to
ensure that the goals are being accomplished.

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2.1 A basic framework of management
(e) Controlling is the task of
monitoring the activities of
individuals and groups

(d) Co-ordinating is the task of

harmonising the activities of
individuals and groups, reconciling
French industrialist differences in approach
Henri Fayol.
( c) Commanding involves
(1967) listed the
instructing and motivating
functions subordinates to carry out tasks.
of management
(b) Organising includes work
scheduling and work allocation

(a) Planning (plans, policies,

programmes and procedures)

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2.2 Why planning and organising are important ?

(c) Objectives are important in learning

and motivation, so people can target
and adjust their behavior according to
the goal

(b) Need for co-ordination: individuals and

(a) Uncertainty : plans give direction and
groups will perceive its own part of the
predictability : in other words, they are a
organisation's activity, and work towards its
form of risk management
own objectives accordingly.

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2.3 Planning involved with
Planning involves
organisational activity
decisions about:
• What to do in
future
• How to do it
• When to do it and
• Who should do it

(a) At a strategic level: (b) At a tactical level - (c) At the operational

deciding what business deciding how it should level - deciding what
the organisation should achieve its overall objectives: needs to be done from
be in, and what its what products it should day to day and task to
overall objectives should produce, how it will organise task
be work and so on
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2.3 Types of plan
Some important
definitions are as follows:

Objectives are
the end goals
Strategies are long-term
plans for the activities and
resources which will
achieve the organisation's
objectives.

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2.3 Types of plan

Policies are general

statements or 'understandings'
which provide guidelines for
Procedures have 3 main
management decision making.
advantages: (a) Efficiency (b)
Routine(c) Standardisation

Programmes are coordinated

A rule prescribes a specific,
definite action that must be taken
in a given situation. It allows no
discretion - unlike a policy
groups or series of plans
which together achieve a
particular objective;

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2.3 Types of plan

A budget is a formal statement

of expected results set out in
numerical terms, usually
summarised in money values

The combined processes of

planning and control are
known as a control

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2.3 Types of plan (control cycle

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2.3 The control cycle in management has six basic stages

(a) Making a plan: deciding

(b) Carrying out the plan, or
what to do and identifying the
having it carried out by
desired results
subordinates.

(d) Comparing feedback on (c) Monitoring and measuring

actual results against the plans actual results achieved

(e) Evaluating the

(f) Implementing corrective comparison, and deciding
action where necessary whether further action is
necessary to ensure the plan
is achieved
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3.1 Interpersonal roles
Mintzberg outlined 3 basic
roles which managers adopt in
relation to other people
See right side for the types of
interpersonal roles
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(a) Figurehead. Performing
ceremonial and social duties as the
organisation's representative, for
example at conferences.
(b) Leader. Selecting and training
team members, and uniting and
inspiring the team to achieve its
objectives
(c) Liaison. Communicating with
people outside the work unit (eg in
inter- departmental meetings)
3.2 Informational roles
According to Mintzberg, 'the
manager does not leave meetings
or hang up the telephone in order
to go back to work. In a large part,
communication is his work.'
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(a) Monitor. Receiving information
from the environment and from
within the organisation. Much of
this may be obtained informally
(b) Disseminator. Passing on
information to subordinates
(c) Spokesman. Transmitting
information to interested parties
outside the work unit.
3.3 Decisional roles

(a) Entrepreneur

(b) Disturbance-handler
According to Mintzberg
the manager's formal
authority and access to
information put him (c) Resource allocator
in a strong position to take
decisions.
(d) Negotiator

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4.1 Authority and responsibility (Definitions)

Accountabilit
Responsibility y is the duty
is an of the
obligation to individual to
do something report to his
Delegation is the process whereby superior
Authority is the right
superior ‘A’ authorises ‘B’ within
to do something
the scope of A's own authority. But
ultimate responsibility goes to ‘A’

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4.2 Delegation

(a) physical and mental limitations to

the work load

(b) Routine or less important

decisions can be passed 'down the
In any large or complex line',
organisation, a manager will
have to delegate some
(c) Managers like decision making
authority to subordinates
because:
(d) Subordinates need some training
to be groomed for promotion

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4.2 Reasons for the reluctance of delegation

(a) Due to
low confidence
However, in practice and trust in the
abilities of the
many managers are
subordinates:
reluctant to
delegate routine
tasks and decision-
making to sub-
ordinates . (b) The burden
of responsibility
WHY ? and
accountability
for the mistakes
of subordinates

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4.2 Reasons for the reluctance of delegation

(d)
Unwillingness
to update
subordinates,
fear of
redunancy

( c) A desire to
(e) manager
stay in touch
feels (s)he has
with the
to do
department or
everything
team workload
personally
and people

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4.2 Reasons for the reluctance of delegation

f) Lack of
understanding
of what
delegation
involves:

(g) A desire to
operate with
easy jobs
avoiding
managerial roles

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4.3 Power
Power is the
ability to do
something,
or get others
(a) Physical power - to do it
the power of superior
force. example, in the
armed forces or
prison service
(c) Position power - the
power associated with
a particular job or
(b) Personal Power –
position in the
the personal charisma
organisation.
and popularity of
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4.3 Power

Power

(d) Resource power -

control over resources
which are valued by
(e) Expert power -
others. Example-trade
possessing knowledge
union leader controls
and expertise which is
workers
recognized and needed
by others.

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 Thank you for watching

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