Dr. Selen unluoglu - PowerPoint Presentation

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Dr. Selen unluogluSelen.unluoglu@ieu.edu.trSunluoglu.weebly.comBA 567- Dynamics of organizations

What is management?Slide2

Contact DetailsDr. Selen UnluogluE-mail: selen.unluoglu@ieu.edu.trRoom: C 722

Telephone: 488 8552Slide3

A Learning Contract?Your expectations ? You tell me!My expectations (of you)?

You guess!Slide4

Course Structure: LecturesWeeklyTuesday, 18:30

Duration

Attendance

Source of vital information!

Assigned to small group (of about 3-4 studentsSlide5

GoalsReveal the theory of practiceEnrich understanding of how to create and manage organizations in which people thrive and perform at their best.

Deal

more effectively with the complexity and uncertainty involved in living and working within organizations

Determine and apply a management perspective that suits best to the situation.

Breadth versus depthSlide6

Class AssetsIntroduce yourself What experience or knowledge or skill are you most excited about bringing to class? Slide7

AssessmentOutputs from in-class exercises 25%Midterm 25%Date: 9th April 2013 The Reflected Best-Self Exercise 25%Individual Assignment

Deadline: 21st May 2013

Presentation 25%

Group Project

Analysis of

Aravind

Eye Care Hospital

Date: 28th May 2013

http://www.aravind.org/aboutus/casestudiesonaravind.aspx

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So Far…

…Any Questions?Slide9

What is Management? What do we mean when we say: the management of organization? good management? bad management? I would like to be a manager? What do managers do? Slide10

Exercise – a Manager? Discuss and draw a manager. Think about what they look like, think about what they do. What are the manager’s features? Be imaginative and support your choices of features you ascribed to managers. Slide11

The Origins of Management? The practice of management is ANCIENT:

Village and household management skills of our more ‘primitive’ ancestors

Wren (1979) notes the recording of business transactions by the Sumerians circa 3000 BC

Armies and ancient military campaigns required considerable management skills (e.g. consider the managerial and logistical problems of Hannibal’s crossing of the Alps)

Civil engineering feats of ancient civilisations (e.g. The Seven Wonders of the Ancient World)

Indeed,

if one accepts Darwin’s Theory of Evolution,

one could contentiously argue that some managerial skills/behaviours, id est leading and controlling, have been inherited from our animal ancestors e.g. the social groupings of primates contain a hierarchical structure.Slide12

Not Just a Fundamental Question but a Problematic One! The social construction of management. Management as:

A series of activities

A social or occupational grouping

The management of routines (e.g. planning/organizing etc.)

Source: Grey (1999)Slide13

The Nature of Managerial Work: Folklore and FactFour MYTHS about Management

Reflective, systematic planner

Effective manager no regular duties to perform

Senior management requires aggregated information

Management is a science or profession

(Source: Mintzberg, 1990 [reprint])Slide14

Management is ...Eclectic, but usually is composed for four roles: PlanningOrganizing

Controlling

Leading

Management is both a

science

and an

art

which consequentially requires both

personal experience

of managing and

formal education

in the basic principles to ensure success (Daft, 2000:23) Slide15

Management is ...To manage is to forecast and plan, to organize, to command, to coordinate and to control (Fayol, 1916 )‘Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources.’ (Daft,2000:7)Management is a social process ... Planning, control, co-ordination and motivation (Brech, 1957)

Managing is getting things done through other people (Douglas, Cook and Hendricks, 1972)Slide16

Management as ‘Everyday’ PracticeHales (1993) distinguishes between management as a ‘general human process’ and management as a specialist activity/group.

Five elements to this “general human process” :

1. Determining what needs to be done

2. Planning how to do it

3. The allocation of time and effort

4. The co-ordination of the task

5. Control loop (result is as intended)Slide17

So, People in OrganizationsManagers work involves a great deal of human interaction, guidance, assignment giving and goal setting, discussing, communicating – working with people! Complexity of management is in getting things done through other people Why is it hard and complicated?Slide18

Even More So ... Complexity of management is in getting things done through other people; to produce the most outputs with the lease resources increasing organizational profitsSlide19

So, What are We Going to Learn?Management as structuring of tasks, roles and responsibilities – org. structure/ communication/ team work Management as motivation – theories of motivationManagement as leadership – theories of leadershipManagement as finding the right people – selection and retention of employees/ diversity management

Management as change process – theories of change (if we have time)Slide20

References & Helpful ReadingGrey, C. (1999). “'We Are All Managers Now'; 'We Always Were': On the Development and Demise of Management.” Journal of Management Studies, 36(5): 561-585.Hales, C. P. (1993).

Managing Through Organization.

London,

Routledge

.

Mintzberg

, H.(1990). “The Manager’s Job: Folklore and Fact.”

Harvard Business Review

, March – April, 163 – 176.

Stewart, R. (1967).

Managers and Their Jobs

. London, Macmillan.