Lecture 1 - The Management Process and the Changing Paradigm of Management - January 2012

8/2/2019 Lecture 1 - The Management Process and the Changing Paradigm of Management - January 2012

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MAN1006: Introduction to Management(Groups~BBA1)

Lecture 1 The Management Process and the Changing

Paradigm of Management

Lecturer: Oswy GayleMonday January 16 Saturday January 21, 2012

University of Technology, JamaicaSchool of Business Administration

Meet the Lecturer

Name: Prince Oswy Gayle Office Location:CEEC Building~ Computing and Engineering Extension Centre

(2nd Floor)

Email: [email protected]: 970-5527 Extension: 2527

Students Consultancy Times:Tuesdays (12:30 1:30 p.m.)Saturdays (11:30 12:30 p.m.)

Module Introduction

Introduction to Management

This module is designed to expose students to the;

principles of management

role of managers in organizations

new concepts and principles in management andillustrate how management skills are used inreal life organizations

situational analyses to identify appropriate

actions to help achieve organizational goals andobjectives.

Organisation of the Module

3 Hours per week 1 Hour Lecture and 2 Hours Tutorial

Lets Go Through the Module Outline

What about the Module Assessment?

Module Resources

ASSESSMENT

PROCEDURES

Coursework:

1. Article Review 5%

2. Module Test #1 20%

3. Module Test #2 20%4. Class Participation 5%

Total Coursework 50%

Final Examination 50%

Total 100%

Expectations of students in

this module Attend Classes

Be on time for the lectures

Participate in lectures if you come to these

sessions you must participate

No sleeping in this class

No using of cell phones during lecture

I find it offensive if you constantly walk in

and out of the class please limit the

frequency with which you must interrupt the

class.


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What if I want to fail this module? Do not attend the lectures and tutorials

Do not hand-in the article review

Do not participate in the classes

Do not attend the tests

Show up for the exam a day later

Simply do not care about anything

Have a party every day

Do not waste your time studying

How do I study this module and

do well? Know your lecturer and tutor; at least their names

Attend the lectures and tutorials

Hand-in the article review (5%)

Participate in the class (5%)

Do the required reading (read widely)

Attend the tests

Show up for the tests and final examination early

Enjoy the process

Form an excellent group and study together

Lecture 1

The Management Process

and the Changing

Paradigm of Management

1. Explain the Changing Dynamics of Organizations

2. Explain the importance of Management

3. What is management? What do managers do?

4. Define Efficiency and Effectiveness

5. Explain the Functions of Management

6. Define the ten (10) Roles of managers

7. Managerial Competencies needed to deal with

todays turbulent environment

8. Describe the Management Types9. A look at Management and the New Workplace

L E A R N I N G O B J E C T I V E S

Why Study Management?

Management is a universalconcept. We refer to this

phenomenon as the universalityof management.

Are you happy when you request a cheque and get itin 5 minutes (At JMMB).

Are you happy when you request a credit card onlineand you get a call 8:30 a.m. the next day about it(FCIB).

Why Study Management? Contd

Are you irritated when non of thecustomer service representatives seemsinterested to help you?

Do you get annoyed when you have to wait inline for two hours for a simply issue that

should not take more than 10 minutes?

Are you concerned that you send in a jobapplication form to a company and you never get areply.


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Theses are all examples of problems

created by poor management

Organizations that are wellmanaged develop a loyal customerbase, grow, and prosper


We will be able to;

recognize poor management and developaction plans to get it corrected

recognize good management andencourage and reward it

be in a better position to effect change inthe overall efficiency of any organization.

Management is simply the most

important field in life as we must manage

everything

Since management is universallyneeded in all organizations,

We all have a vested interest in

improving the way organizations aremanaged

Management is simply the most

important field in life as we must manage

everything

Since management is universallyneeded in all organizations,

We all have a vested interest inimproving the way organizations aremanaged

Context

Management can be a simply process aswell as it can be complex depending onthe size of the company.

It involves several process, functions,skills and roles in order to be effective andefficient in any project/activity/job orbusiness.

Businesses all satisfy economic needs by

offering goods and services to the publicat a premium

Context

The extent to which managers

achieve results is dependent uponothers work performance so as toadapt to their environments; thisultimately determines their level ofsuccess in a changing world.

The Changing Dynamics of Organizations

Organizations of Yesterday

The main issue here is that there are severalparadigm shifts taking place, which needsto be managed as it alters the landscape ofhow we do things, say things, interface witheach other and most importantly ourrelationships.


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Pace of businesses continues toaccelerate and Change is a major

source ofbusiness risk

How are organizations changing?

The Changing Dynamics of Organizations

Todays Organizations

Driving Forces1. Telecommunications

2. Diversity of Workers

3. Public consciousness

4. Global marketplace

5. Community of stakeholders

6. The pace of knowledge

Driving Forces1. Telecommunications

2. Diversity of Workers


4. Global marketplace

5. Community of stakeholders


Driving Forces (contd)Driving Forces (contd)1. Telecommunications is the transmission of

information, over significant distances, for the

purpose of communication

2. Information Technology - the acquisition,

processing, storage and dissemination of vocal,

pictorial, textual and numerical information by a

microelectronics-based combination of computing

and telecommunications

3. Ever-advancing Technology has shrunk the worldat the same time the digital divide continues

Driving Forces (contd)Driving Forces (contd)

1.1 LIME Goes Mobile TV in

December 2010

1.2 Cell Phones usage (Digicels 4G&

plans for 5G, 6G)

1.3 Flow on demand

1.4 telecommunication has helped to

share modern miro and macro

economies, social

1.5 3D


2. Increasing diversity of workers hasbrought in a wide array of differing values,

perspectives, and expectations among

workers

2.1 38% of Doctors in America are Indians

2.2 12% of Scientists in America are Indians

2.3 28% of IBM Employees are Indians

2.3 More persons with disability are working

Driving Forces (contd)Driving Forces (contd)2. Increasing diversity

2.4 Women are becoming more dominant in

the workplace (leadership as well)

2.5 Gays, lesbians and older workers also

represent critical workforce resources

and potential markets for today's

companies.

2.6 More persons are entering universities


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3.1 People have become much more sensitive and

demanding that organizations be more socially

responsible

3.2 More and more NGOs (JFJ etc.)

3.3 The last Jamaican Election, more young

Jamaicans voted than any other time

3.3 More people speaking out on issues that

were not traditional spoken of

Driving Forces (contd)Driving Forces (contd)4. Global Marketplace

4.1 Companies are striving to remain competitive inthe face of increasingly tough global competition

4.2 Some developing countries have joined the global

marketplace, creating a wider arena for sales and

services

4.3 China, India, Brazil are now a force to be

reckoned with

Driving Forces (contd)Driving Forces (contd)4. Global Marketplace

4.4 China is now second largest economy in

the world. Japan has lost its second place.

4.5 Globalization impacts the world in more ways

4.6 So for example, a farmer in St. Elizabeth (JA)

might be competing with a farmer in the USA &

EU whether he/she knows it or not


5. Community of Stakeholders

5.1 Organizations are responsible to stockholders, andmust focus on building relationships with employees,

customers, partners, and suppliers

5.2 Gone are the days when customers lend money and

have no say in how their monies are invested.

5.3 Stakeholders are becoming more and more engaging in

the running of organizations.

5.4 The issues of polities, ethics and governance arebecoming increasingly important to businesses as

stakeholders demand more in various forms


6.1 Much of the worlds scientists that haveever lived are currently alive

6.2 Knowledge is expanding knowledge

6.3 The difference amongst some companiesis how much knowledge it has (intellectualcapital, knowledge of the market and knowledgemanagement)

6.4 There is now greater need for the application ofmathematics, science, research and statistics in theway we do business


2. Explain the nature and

importance of Management

L E A R N I N G O B J E C T I V E S


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Nature of ManagementNature of Management

It is largely about coping with diverse, far-

reaching challenges and maintaining order

(How do we manage in the following contexts?)

Individually

Locally

Regionally - CSME/CARICOM EPA (Economic Partnership Agreement)

IMF - JA Government passing two quarters of

the IMF test. Not able to negotiate with its

constituencies

It requires a Shift in Mindsets to Navigate Turbulence

Shift in Mindsets to Navigate

Turbulence

Shift in Mindsets to Navigate

Turbulence

Managers are asked to...

Do more with less (e.g - JA Governmentcuts UTechs and UWIs Budget)

Engage the whole employee

See change rather than stability as

natural

Create vision and cultural values

Encourage collaborative workplaces

How do we make the difference?How do we make the difference?

Requires integrating...

Tried and true management skills

+

New approaches that emphasize

Human touch

Enhance flexibility

Involve employees hearts,

minds, and bodies

Management In the News

New Pepsi more popular than Pepsi

Where is Management in

all of this?

Management In the News

GM considering selling cars onlinevia eBay to cut costs

Indian firms are losing productivitybecause office staff spend too long onsocial networking sites, a survey says.

(BBC World Business, Jan 18, 2010)

So what are we saying?So what are we saying?

Successful organizations

dont just happen...

.they are

managed to be that way!


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Questions

1. What is Management?2. Why is it so important?

3. And what do managers

do?

What is Management?What is Management?

1. The attainment oforganizational

goals in an effective and efficientmanner through Four functions

- planning,

- organizing,

- leading, and

- controlling organizational resources.

2. The process of tying the organization together so

that it achieves its goals and objectives.

What is Management? (contd)What is Management? (contd)

3. Management is the process ofcreating anenvironment through which order,

efficiency, and effectiveness are achieved

through appropriate planning, leadership,

organizing and controlling so as to

accomplish organizational goals and

respond to its changing environments.(Gayle, 2009)

Where does Management happens?

Every

where

Personal Life

Churches, Associations,

Entrepreneurs

Small Organizations

LargeOrganizations

The Importance of Management ???-

Organizational Performance

Organization - social entity that is goal directedand deliberately structured

Effectiveness - degree to which an organizationachieves a stated goal

Efficiency - use of minimal resources (rawmaterials, money, and people) to produce the desiredvolume of output

Performance organizations ability to attain itsgoals by using resources in an efficient and effectivemanner

The Importance of Management ???-

Organizational Performance

It all about the

bottom-line.

Thus, the field of managementwill always be relevant


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What Managers Do?What Managers Do?

Managerial Activities

Make decisions

Allocate resources

Direct activities of others toattain goals

Managerial Activities

Make decisions

Allocate resources

Direct activities of others toattain goals

Managers (or administrators)

Individuals who achieve goals through other people.

The Functions of Management

Planning

Leading

Resources

Controlling Organizing

Performance

Human

Financial

Raw Materials

Technological

Information

Attain goals

Products

Services

Efficiency

Effectiveness

Use influence tomotivate employees

Select goals andways to attain

them

Assign responsibilityfor task

accomplishment

Monitor activitiesand make

corrections

InputProcess

Output

Where Managers Work?Where Managers Work?

Organization

A consciously coordinated social unit,composed of two or more people, thatfunctions on a relatively continuousbasis to achieve a common goal or setof goals.

Management FunctionsManagement Functions

Planning

A process that includes defining goals,establishing strategy, and developingplans to coordinate activities.

Organizing

Determining what tasks are to be done, whois to do them, how the tasks are to be

grouped, who reports to whom, and wheredecisions are to be made.

Management Functions (contd)Management Functions (contd)

Leading

A function that includes motivating employees,directing others, selecting the most effective

communication channels, and resolvingconflicts.

Controlling

Monitoring activities to ensure they are beingaccomplished as planned and correcting anysignificant deviations.

Mintzbergs Managerial RolesMintzbergs Managerial Roles

Source:Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973by H. Mintzberg. Reprinted by permission of Pearson Education.


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Mintzbergs Managerial Roles (contd)Mintzbergs Managerial Roles (contd) Mintzbergs Managerial Roles (contd)Mintzbergs Managerial Roles (contd)

Management Skills

Complex

Multidimensional

And Range of skills

A Managers Job is

Management SkillsManagement Skills

1. Human skills

The ability to work with, understand, andmotivate other people, both individually and ingroups.

So we are talking about how you relate to people

Motivating people

Organization sometimes lose critical staff because

front-line mangers mismanage the relationships


2. Conceptual Skills

- The mental ability to analyze and diagnosecomplex situations.

- Cognitive ability to see the organization as a

whole and the relationships among its parts

How does one department fits with the other?

What plans are to be put in place?


3. Technical skills

The ability to apply specialized knowledge orexpertise.

The mastery of methods

Able to apply statistics to solve problems

Quantitative analysis

acquiring, learning and understandingspecialized knowledge


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Management Types - VerticalManagement Levels in the Organizational Hierarchy

Exhibit 1.3, p. 13

Managing in Small Businesses and

Nonprofit Organizations

Role Differences

Source of Financial Resources

Unconventional Bottomline

Management and the New

Workplace

Characteristics Resources = Bits--information

Work = Flexible, virtual

Workers = Empowered employees, freeagents

Forces on Organizations Technology = Digital, e-business

Markets = Global, including internet

Workforce = Diverse

Values = Change, speed

Events = Turbulent, more frequent crises

ManagementCompetencies

Leadership = Dispersed, empowering

Focus = Connection to customers,employees

Doing Work = By teams

Relationships = Collaboration

Design = Experimentation, learningorganization

Management and the New

Workplace

Forces on organizations

New Management Competencies

Dispersed leadership

Empowering others

Collaborative relationships

Team-building skills

Learning organization

Managing During Turbulent

Times

A manager should;

Stay Calm Be Visible

Put People Before Business

Tell the Truth

Know When to Get Back to Business

The Jamaican

Context


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Management In Jamaica: Our

Perspective

We have come a far way in terms of

management in Jamaica

We are excellent in adopting the latest technology toapply to business

Believe it or not, we are on par with most developedcountry in terms of basis telecommunicationtechnologies


Perspective

Customer Service is poor in several instances

Management (a manager) is seen as a status ratherthan a platform to make a change

Our culture generally has low standards

Generally Jamaican companies are growing but itdoes not translate into national development. Why?

Government Bureaucracy impacts businessdevelopment


Perspective

We do not understand our own systems

No clarity on what we value; our policiessometimes are outdated and do not fit thecurrent environment

In terns of planning and leading - average

controlling and organizing ~ above-average

Productivity - low

Jamaicas Productivity Levels

Jamaica Productivity Centre

Jamaica Productivity Report 1972-2007 -Workers producing less nationwide

output per worker, has declined, onaverage, by 1.3 per cent per annum between1972 and 2007

This means the average worker in Jamaicahas been producing less, each year, over the

period.

Jamaicas Productivity Levels

The New Jamaican Thrust ofEntrepreneurship

A Hustler,an Entrepreneur, an Organization

Jamaica has major challenges with its smallcompanies and entrepreneurs in managing theircompanies.

Such as managing the money, the sales, marketing,branding etc.

Rap up

Management is a universal concept.We refer to this phenomenon as theuniversality of management.

We study management so we can helprecognize poor management and developcorrect is and recognize good managementand encourage and reward it.


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Rap up

There are driving forces in and

outside the organizations which areforcing it to manage moreeffectively

Successful organizations dontjust happen... they are managedto be that way!

Although Jamaica has come a far way

in terms of management, we still havea far way to go with the following;

Productivity levels overall

Small business management

Too many hustlers not consideringthemselves to be entrepreneurs

increasing our standards

Rap up

There are four main functions ofmanagement

Managers make decision and therefore

need several skills to be able to dotheir roles at all levels of theorganizational hierarchy.

As our environment changes, so too

the nature of Management whichultimately creates a New Workplace

Rap up

Have The Best Day Ever.

Lecture 1 - The Management Process and the Changing Paradigm of Management - January 2012

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