BUS105

Managing People and

Organisa6ons

Session

Management and
Organisa1ons

What is Management?
Management is a process that
involves:
Assembling and using sets of
resources
Ac6ng in a goal-directed
manner to accomplish tasks
Ac6vi6es carried out in an
organisa6onal seCng
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What is a Manager?
Individual who carries out
management ac6vi6es:

i.e. someone who:

Assembles and uses sets of Plans goals, then organises

resources to achieve them
resources
Leads & directs subordinates
Acts in a goal-directed
manner to accomplish tasks towards the accomplishment
of organisa6onal goals and
within an organisa6onal
Regularly controls that the
seCng
work done will lead, is
leading towards or has lead
to these goals.
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Managerial Levels
First-line Manager
Report to a middle manager
Responsible for and supervises the work of non-
managerial employees directly involved in the produc6on
of goods or the crea6on and delivery of services.
Ex:
Sales manager
Produc6on supervisor
Ward nurse
etc...
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Managerial Levels
Middle Manager
Responsible for transla6ng overall strategy into goals that
rst-line managers can achieve and plans that they can
implement
Ex: Vice-President, Division Manager etc...
Top Manager
Responsible for the overall strategy & direc6on of the
organisa6ons
Ex: CEO, Managing Director etc...
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Types of Managers
Func1onal Manager
Managers responsible for and supervising employees
who have exper6se or who focus on one business
func6on.
Business Func6ons:
- Logis6cs & supply chain
Accoun6ng
management
Finance
Human Resources
- Informa6on Technology
Produc6on/Opera6ons
- Research and
Marke6ng
Development (R&D)
Ex: HR Manager, Marke6ng Manager, Finance Manager
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Types of Managers
General Manager
Manager responsible for the overall opera6ons of more
complex units.
A company division
They usually oversee the work of func6onal managers
General Manager vs Func1onal Manager - Key Dierence
- Func6onal manager is responsible for a single business
func6on
- General manager is responsible for all business
func6ons
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Resources used by Managers

Resources = Factors of produc1on
Financial resources
Human resources
Physical resources
Buildings
Machines & Equipment
Natural resources
Technological resources
Informa6onal resources
Time & Energy
Etc
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Main Concerns of a Manager

Being Eec1ve:
Carrying out the tasks that are more likely to reach the
organisa6onal goals
AND
Achieving these goals

Being Ecient:
Using the least amount of resources (including 6me and
energy) to achieve the organisa6onal goals.
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Main Concerns of a Manager

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What is an Organisa1on ?
A group of people (but some6mes a single individual)
arranged and managed for the ongoing pursuit of goals
specic to that organisa6on.
Characteris1cs - Organisa6ons have:
- Management and repor6ng structure
Hierarchy of authority, accountability and
rela6onships
- Func6ons and posi6ons
Roles and responsibili6es
Du6es and tasks
- Organisa6onal Goals
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Types of Organisa1ons
There is a very wide variety of organisa6ons:
- Wikipedia counts more than 80 dierent types.
2 major types covered in this course:
- For-Prot Organisa1on:
Its main purpose and ul6mate goal is to make money
(generates revenues that are higher than its costs)
Ogen called:
- a business, a rm, a company, a corpora6on.
Key legal en66es of organisa6ons will be covered in
Business Law course.
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hip://en.wikipedia.org/wiki/Category:Types_of_organiza6on

Types of Organisa1ons
2 Major Types Covered in this Course (con6nued):
- Not-for-Prot (Non-prot) Organisa1on
Organisa6on whose ul6mate goal is not to make a prot
but to achieve other purposes.
Ex:
- Charitable organisa6on: helping the poor or the less
fortunate, etc...
- Social organisa6on: promo6ng a par6cular cause
(ght against pollu6on, promo6ng human rights
etc...)
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hip://en.wikipedia.org/wiki/Category:Types_of_organiza6on

Managerial Challenges
Managing
Change

Managing
Entrepreneurially

Managerial
Challenges

Managing
Strategically

Managing
Resources

What Managers Do
Managerial ac6vi6es dier by:
The func6ons managers
serve
The roles in which
managers operate
The dimensions of each
managers job

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S1- 17

Planning
Planning involves:
Es6ma6ng future condi6ons
and circumstances
Making decisions based on
these es6ma6ons about what
work is to be done

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Organising
Organising involves
determining:
The structure of
rela6onships among
posi6ons
The people occupying
those posi6ons
Linking that structure to
the overall strategic
direc6on
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Direc1ng
Direc6ng is the process of
inuencing others to
aiain organisa6onal
objec6ves:
Mo6va6ng
Interac6ng eec6vely in
group and team situa6ons
Communica6ng to support
of others eorts
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Controlling
Regula6ng the work of
others:
SeCng standards of
performance in advance
Monitoring ongoing
(real6me) performance
Assessing a completed
performance
Providing feedback
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Managerial Roles

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Managerial Roles

Interpersonal
Roles

Figurehead

Leader

Liaison

Figurehead: aiending ceremonial ac6vi6es

Leader: inuencing or direc6ng others
Liaison: contac6ng others outside the formal
chain of command
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Managerial Roles

Informa1onal
Roles

Monitor

Disseminator

Spokesperson

Monitor: seeking informa6on to be aware of crucial

developments
Disseminator: receiving and sending informa6on
Spokesperson: represen6ng the views of the unit of
which he/she is responsible
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Managerial Roles
Decisional
Roles

Entrepreneur

Disturbance-
handler

Resource-
allocator

Nego1ator

Entrepreneur: exploring new opportuni6es

Disturbance-handler: ac6ng as a judge or problem
solver in conicts among employees
Resource-allocator: deciding how resources will be
distributed
Nego1ator: making accommoda6ons with other units
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Managerial Job Dimensions

Demands

Ac6vi6es or du6es that

must be carried out
Standards or levels of
minimum performance
that must be met

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Managerial Job Dimensions

Demands

Factors that limit the

response of the manager:
Time

Constraints

Budgets
Technology
ACtudes of subordinates
Legal regula6ons
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Managerial Job Dimensions

Demands

Constraints
Choices

Discre6onary behavior
How work is to be done
How much work is to be
done
Who will do the work
What ini6a6ves will be
undertaken from almost
innite possibili6es
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Managerial Skills

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What Skills Do Managers Need?

Sensi1vity vs Empathy
Sensi1vity:
Reac6ng appropriately to the emo6ons or situa6on
of other people.
Empathy:
Capability to share and understand another persons
emo6ons.
Ability to put yourself in the other persons shoes.
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Importance of Managerial Skills at

Dierent Organisa1onal Levels

Importance

Interpersonal skills

Technical skills

Conceptual skills

Entry-Level
Managers

Mid-Level
Managers

Top-Level
Managers
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