Managing people - Week 7

Management - boradly defined as an activity that performs certain functions to obtain the effective acquisition, allocation and utlization of human efforts and physical resources to accomplish some goal.

More Specifically, What is management? (Hamel, 2007)

Setting & Programming Objectives.
Motivating and aligning effort.
Coordinating and controlling activities.
Developing and assigning talent.
Accumulating and applying knowledge.
Amassing and allocating resources.
Building & Nurturing relationships.
Balancing and meeting stakeholder demands.
Why study Management?
Universal Need for Management
Management is needed in…
- All Sizes of Organisations: small ←→Large
- All Organizational Areas
  - Manufacturing - Marketing
  - Human Resources - Accounting
  - Information Systems - etc.
- All Organizational Levels: Bottom ←→Top
- All Types of Organizations: Profit ← → Not for Profit

Who is a Manager

A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals.
A manager helps to Coordinate activities to acheieve goals. The coordination efforts and actions are affected by internal culture of the organization and the constraits of the external environment. So what is coordination?
Coordination
A common strategic, operational mechanism is adapting the organizational structure in terms of:
- Division of labour: because individuals have limitations. Fivision refers to people who does what?
- Coordination of labour - facilitation of timing, communication and feedback among people performing various roles.
Coordinating Divided Labour
Vertical coodination - Superior-subordinate relations
Authority: using legitimate power to shape and direct behaviour
Rules, policies; to ensure consistency, managers use rules and policies to direct employees. Benchmarks + standard operating procedures (SOP’s) are used both formally and informally. E.g., sales targets, flow charts.
Planning + control systems: managers engaged in forecasting and measuring of employee performance and org performance (e.g. point of sale terminals).
- Performance control - “increase sales by 10%”
- Action Planning - specifies how to meet goal

Why Are Managers Important

Organisations need their managerial skills and abilities more than ever in uncertain, complex, and chaotic times.
They are critical to get things done
Relationships between employees and their direct supervisors (managers) Managers offer:
- Inspiration
- Energy
- Motivation
- Direction
- Feedback
- Provide information

Managerial Levels

Top Managers - are responsible for making organization-wide decisions and establishing plans and goals affecting the entire organization.
Middle managers - manage the work of first-line managers
First-line managers - manage nonmanagerial employees directly or indirectly involved with the production or creation of the organization’s products.
Managing with & Through People
Basic managerial philosophies
- The culture of management
- Consideration, respect and trust
- Involvement and availability
- Positive action on an individual basis
- Staff and customer satisfaction
- Emphasis on end results
- Fair and equitable treatment
- Recognition and credit

The functions, roles and skills of managers

Managers need to complete work activities efficiently and effectively
- Efficiency - “Doing things right”
  - Getting the most output from the least amount of inputs.
- Effectiveness - “Doing the right things” (not a morality judgement_
  - Completing activities so that organizational goals are achieved.

The functions, Roles and Skills of Managers

Efficiency and Effectiveness in Management
- Efficiency (Means) → Resoure Usage
- Effectiveness (Ends) → Goal Attainment
- Low Waste + High Attainment → Management Strives for: Low Resource Wast (high efficiency), High Goal Attainment (high effectiveness)
- Poor management = both inefficiency and ineffectiveness OR effectiveness is achieved despite inefficiency
What is Management? Control, Predictability, Reliability
The accountabilty of Management is to bring the system into a state of control and predictability and thereby eliminate all possible surprise.
- The job of every profession that has developed over the past 300 years is to create control, predictability and reliability with respect to its area of specialization.
CPR is the central Design Principle

CPR

As engineers of CPR, we are responsible for managing type 1 change (T1C)
TIC: Any changes that occur witihin a system. We have policies, practices, ideas, etc. on how to deal with them.
- Budget cuts
- Hiring, firing, training
Type 2 changes: paradigm shifts dealt w/ by leadership (maybe)
- Kodak and film
- Bitcoin
- Blockbuster

In the organization, we manage: capabilities, policies, tools, structure & processes → in order to create control, predictability, & reliability with regard to Employee Transactions

In the marketplace, we manage: price, product, place promotion → in order to create control, predictability & reluability with regard to Consumer Transactions.

How might your management be measured?

The strength of motivation and morale of your staff.
The success of their training and development
Levels of staff retention
Creation of an environment where staff work willingly and effectively
Levels of sickness, conflict or stress
Absenteeism
Accidents at work
Poor timekeeping
Meeting deadlines
Accuracy/number of errors
Level of complaints
Keeping within costs/budget

History & Perspectives on Management

Over the years, management thoughts and ideologies have grown immensely. Some of the most meaningful insights and perspectives include:
- MacGregor’s Theory X & Theory Y
- Blake & Mouton’s managerial/leadership Grid
- HRM
  - Gratton’s Living Strategy
  - Competencies Based Approach
  - As a ‘specialist advisor’ to all department line managers
- Investors in People Framework
- The Performance Model
- The Functional Approach
- Management Roles approach: interpersonal, informational, decisional
- Management skills approach: technical, human, conceptual