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1、Managing People and Oganisations: An Introduction & AdvancedPowerPoint PresentationPowerPoint Presentation by Hu Xiao (Leo) by Hu Xiao (Leo)Higher National DiplomaHigher National DiplomaDE3D 34DE3D 34SQASQALearning From LecturesvTipsvRead ahead and anticipate the lecturervListen activelyvClass parti
2、cipationvTake notes in your own wordsvAsk questionsvExtensive readingSuggested TextbooksManaging People and Organisations: An Introductionn nLearning Outcome 1 Nature of OrganisationsLearning Outcome 1 Nature of Organisationsn nBasic elements of a work organisationBasic elements of a work organisati
3、onn nFormal and informal organisationFormal and informal organisationn nOrganisational goals, objectives and policyOrganisational goals, objectives and policyn nOpen Systems Theory the Internal & external environment of Open Systems Theory the Internal & external environment of an organisationan org
4、anisationn nDifferent stakeholders of organisationsDifferent stakeholders of organisationsn nDifferent strategies for organisational controlDifferent strategies for organisational controln nLearning Outcome 2 Motivation and PerformanceLearning Outcome 2 Motivation and Performancen nContent and proce
5、ss of theories of motivationContent and process of theories of motivationn nMethods of improving job performanceMethods of improving job performancen nImportance of teamworkImportance of teamworknfactors that affect team cohesiveness and performanceManaging People and Organisations: Advancedn nLearn
6、ing Outcome 3 Roles of ManagementLearning Outcome 3 Roles of Managementn nRoles and activities of managerial workRoles and activities of managerial workn nManagerial performance and measures of managerial effectivenessManagerial performance and measures of managerial effectivenessn nDifferent manage
7、ment stylesDifferent management stylesn nMeaning and importance of leadershipMeaning and importance of leadershipn nTheories of leadershipTheories of leadershipn nLearning Outcome 4 Organising PeopleLearning Outcome 4 Organising Peoplen nFlat and Tall hierarchiesFlat and Tall hierarchiesn nLine, sta
8、ff, functional and lateral relationship within an organisationLine, staff, functional and lateral relationship within an organisationn nTypes of structural relationship authority, responsibility and Types of structural relationship authority, responsibility and delegationdelegationn nDifferent types
9、 of organisational structuresDifferent types of organisational structuresn nSituational variables for organisational design task, tech and sizeSituational variables for organisational design task, tech and sizeAssessment Tasksn nAssessment 1, 2 & 3Assessment 1, 2 & 3n nCase study questionsCase study
10、 questionsn nTake place under controlled conditionsTake place under controlled conditionsn nTextbooks and notes are NOT allowedTextbooks and notes are NOT allowedn nOne A4 sheet allowedOne A4 sheet allowedn n1,500 words altogether1,500 words altogethern nAssessment 4Assessment 4n nSupplemented case
11、studySupplemented case studyn nOpen-book report based on questionsOpen-book report based on questionsn n1,500 - 2,000 words in length1,500 - 2,000 words in lengthChapter 1 Introduction to Management and Organisation (p15-24)Prepared byHu Xiao (Leo)The Definition Of ManagementnManagementnthe process
12、of working with people and other resources to accomplish organisational goalsnthere are timeless principles of managementnstill important for making managers and companies greatnmust add fresh thinking and new approachesHow Does Management Relate To Other Disciplines?AnthropologyAnthropologyEconomic
13、sEconomicsPhilosophyPhilosophyPolitical SciencePolitical SciencePsychologyPsychologySociologySociologyManagementManagementTypes of OrganisationsnService companies (tertiary)nFactoriesnRetail companiesnPolitical partiesnCharitiesnLocal councilsnThe armed forcenSchools, colleges & universitiesnSports
14、clubnParents & toddler groups (baby-setting)Organisation(p15-17)A systematic arrangement of people brought together to accomplish some specific purposeBasic components(Common Factors) of Organisationsl Targets to achievel Management and employees perform a variety of activitiesl Statusl Rules and re
15、gulationsl Supervisionl Team-buildingOrganisational goalsn nThe goals of an organisation are the reason for its The goals of an organisation are the reason for its existenceexistencenProfitability (net profit)nEfficiency (low cost)nGrowth (increase in total assets and sales)nReputation (being consid
16、ered as “top”firm)nContribution to employees (employment security, wages and diversity)nContribution to society (taxes paid, participation in charities, privision of needed product or service)nMarket leadership (market share)nTechnological leadership (innovation and creativity)nSurvival (avoiding ba
17、nkrupt)nPersonal needs of top management (using the firm for personal purpuses, such as providing job for relatives and friends)Management Levels / Hierarchical PyramidKinds of Managers by Level and Area / BureaucracyFunctional Areas R&D Marketing Finance Production Human resourcesTop ManagersMiddle
18、 ManagersFirst-Line ManagersNonmanagerial personnelSuperviseOthers319Female CEOs in the US 2004CEOCOMPANYCEOS AGECarly Fiorina49Meg Whitman47Andrea Jung45Majorie Magner54Bestsy Holden 47Ann Moore53Pat Russo51Marie Lagomasino45Where Male & Female Executives Do Better: A ScorecardSkillMenWomenMotivati
19、ng OthersFostering communicationProducing high-quality workStrategic planningListening to othersAnalyzing issuesFormal Organisation (p17)Formal organisationThe official structure defined in an organisation chart showing the officially recognised (usually written) lines of authority, communication an
20、d responsibility.They create the formal structures that enable the organisation to meet its stated objectives Formal Organisation Structure（Henri Fayol)p17-19Division of Labour / WorkSpecialisationLevels of ManagementSpan of ControlDelegationDivision of LabournWork SpecialisationnThe degree to which
21、 tasks in the organisation are divided into separate jobs with each step completed by a different personnOverspecialisation can result in human diseconomies from boredom, stress, poor quality, increased absenteeism, and higher turnoverMarketingHumanResourcesProductionAccountingITChief ExecutiveOffic
22、erResearch andDevelopmentThe Division of LabourGeneralmanagers for:New YorkPhiladelphiaBostonGeneralmanagers for:ClevelandChicagoSt. LouisGeneralmanagers for:RaleighAtlantaOrlandoGeneralmanagers for:SeattleSan FranciscoLos AngelesGeneralmanagers for:DallasHoustonAlbuquerqueNortheastregionalmanagerMi
23、dwestregionalmanagerSoutheastregionalmanagerPacificregionalmanagerChairmanCEOSouthwestregionalmanagerGeographical OrganisationSpan of ControlnThe number of employees who can be effectively and efficiently supervised by a managernWidth of span is affected by:nSkills and abilities of the manager and t
24、he employeesnSimilarity and complexity of tasksnStandardization of tasksnSophistication of the organizations information systemnStrength of the organisations culturenPreferred style of the managerUnited States United States ArmyArmyGeneralGeneralColonelsColonelsMajorsMajorsCaptains Captains & & Lieu
25、tenanLieutenantstsWarrant Warrant OfficersOfficersSergeantsSergeantsCorporalsCorporalsPrivatesPrivates5 - 5 - 2727Relatively narrow span of control. At lower levels, where tasks are similar and simpler, span of control widens.Contrasting Spans of ControlAssuming Span of 4Span of 4:Employees:Managers
26、 (level 16)= 4096= 1365Span of 8:Employees:Managers (level 14)Assuming Span of 81234567(Highest)(Lowest)Members at Each Level1416642561024409618645124096Organizational Level = 4096 = 585DelegationDelegating workGiving people the authority to carry out specific tasks that are normally your responsibi
27、lity, while you remain the accountability for it.BENEFITS OF DELEGATIONnManager saves time (Best use of time)nmanager frees herself/himself to devote energy to other important, higher-level activitiesnSpecialist knowledge and skillsnGeographical locationnMeans of training and development to provides
28、 subordinates with the opportunity to develop new skills and to demonstrate potentialREASONS FOR LACK OF DELEGATIONnFailure to delegate often results from the managers fear (waste of time, losing control and weaken their power)nSubordinators are short of training - They feel that employees can never
29、 do anything as well as they cannObstacles to delegation: reluctance to delegate as subordinates avoid responsibilitySigns of Delegating Too LittlenTaking work homenPerforming employee tasksnContinual feeling of pressure and stressnRushing to meet deadlinesnRequiring employees to seek approval befor
30、e actingHow to be a More Effective Delegator1.Trust your staff to be a good job2.Avoid seeing perfection3.Give effective job instruction4.Follow up on progress.5.Praise the efforts of your staff.6.Dont wait to the last minute to delegate.7.Ask questions, expect answers, assist employees.8.Provide th
31、e resources you would provide if doing the assignment yourself.9.Delegate to the lowest possible level.Formal OrganisationVertical communicationHorizontal / Lateral communicationnThe formal organisation of a business is the part that can be seen and represented in chart form. Informal Organisations(
32、p19)nemployees do not follow formal lines of communicationnPeople have their own aims, ambitions, expectations, needs and etc.nThe informal organisation is based on personal relationships, friendship and unofficial power hierarchy among their membersnLunch together, cocktail bunch, play bridge, recr
33、eation and etc.The purposes of informal organisation may or may not be relevant to organisational goals.The informal organisation is sometimes just as powerful, if not more powerful, than the formal structure.Communication in Communication in Formal and Formal and Informal OrganiInformal Organis sat
34、ionsationsP19-20P19-20formalinformalCommunication in Formal and Informal OrganisationsP19-20The formal & informal organisationThe formal & informal organisationSourceSource: Reproduced with permission from Kenneth Lysons, Organisational Analysis, : Reproduced with permission from Kenneth Lysons, Org
35、anisational Analysis, Supplement to the British Journal of Administrative ManagementSupplement to the British Journal of Administrative Management, no. 18, March/April 1997., no. 18, March/April 1997.Comparison Between Formal and Informal OrganisationPurposeHave a specific purpose rationalNo formal
36、purposeMeet social needs and member satisfaction- emotionalStructureDefined and stable specific structureNo formal structureFlexible and dynamic socialisation arrangementRulesRules may existNo formal rules - normsBased on friendship and common interestsControlFormal controlling activitiesNo formal c
37、ontrolsFormalInformalClassification of OrganisationOrganisation PurposeOwnership Geographical CoverageActivities TechnologyUsedSizeClassification of Types of OwnershipPrivate Sector - owned by private individuals - primary goal is to make money for their ownersnSole Traders owned by a private person
38、 with her own moneynPartnership two or more people (20) share the ownershipnLaw firmsnPrivate Limited Companies (Ltd.)nPublic Limited Companies (PLC) stock marketnCooperativesnBuilding Societies (many have become retail banks)nCollect deposits and provide loans as mortgages to house-buyersClassifica
39、tion of Types of OwnershipPublic Sector directly or indirectly governs the countrynCentral Government department divided into functionsnDefense, transportation, finance, foreign affairs, trade, educationnLocal authoritiesnGreater London CouncilnStatutory authorities - sometimes refer to as a quango
40、(quasi-autonomous non-government organisation), which are set up and financed by governments but run independentlynRoyal mailnQantas, Telstra (electricity authority),Classification of Types of OwnershipVoluntary Organisations non-government organisations (NGOs) whosepurpose is to to provide some ser
41、vice or good without being aimed atmaking a profitnEnvironmentnGreenpeace, WWF and London Cyclist CampaignnRelief of PovertynMake Poverty History GroupnEducationnJunior AchievementnReligionnAssuming all religion to be for the good of societyClassification of PurposenEconomicnBusinesses or non-profit
42、nPublic ServicesnLocal Council and hospitalnProtectivenArmies, police, prison and trade unionnAssociativenClubnReligiousnChurch, temples and mosqueClassification of SizenNumber of StaffnSmall - 2000nMedium 50-2000nSales turnover (revenue) and profitnAssets nMarket shareThe ten largest companies in t
43、he UK, 2004Source: Key British Enterprises, 2005Top Ten Global MNCsMcGraw-Hill/IrwinNameSalesBillions of U.S. DollarsThe Top 10 global MNCs Ranked by Sales 2004Comparison of the 10 largest multinational corporationsComparison of the 10 largest multinational corporations(by gross revenue) and selecte
44、d countries (by GDP): 2002(by gross revenue) and selected countries (by GDP): 2002Market ShareThe music industry has a 5-firm concentration ratio of 75%. Independents make up 25% of the market but there could be many thousands of firms that make up this independents group. An oligopolistic market st
45、ructure therefore may have many firms in the industry but it is dominated by a few large sellers.Market Share of the Music Industry 2002. Source IFPI: Grocery Market % share by Retailer UKClassification of Technology UsednBy handnCraftnSemi-automatednAutomated equipment with highly specialised worke
46、rsnFully automatednRobotic, CAD and AITClassification of ActivitynPrimary - directly related to natural resourcesnFishing, farming and miningnSecondary processing of materialsnMaunfacturingnTertiary - servicesnBankingClassification of Geographical CoveragenLocalnOperates narrowly in a area (locally)nRegionalnOperates in a certain regionnNationalnOperates in a countrynMultinationalnOperates in two or more countries
