Professional Documents
Culture Documents
and Design
The course outline suggests that this course is the first exposure to
the study of management for students in the Faculty of Technology.
However, each student would have been exposed to management in
some form or the other before, be it home management, family
management, school, class, clubs etc.
For us to examine CONCEPTS IN ORGANISATION THEORY AND
DESIGN, we must define the terms, MANAGERS AND
ORGANISATIONS, since :Managers work in organisations.
Managers
Managers get things done through other
people. They make decisions, allocate
resources, and direct the activities of others to
attain goals. Managers also do their work in
organisations. (Robbins 1996)
Organisations
Organisations are consciously coordinated social units
composed of two or more people, that function on a
relatively continuous basis to achieve a common goal
or set of goals. (Robbins 1996)
The people who oversee the activities of others and
who are responsible for attaining goals in these
organisations are their managers (also called lead
hand, foreman, supervisor etc)
Organisations are social entities that are goal directed
and are designed as deliberately structured and
coordinated activity systems and are linked to the
internal environment.
Social entities- coming together as people
Goal directed- exists for a purpose
Why organisations- for structural orders, for
getting greater efficiency.
What is organisational structure?
An organisational structure defines how job
tasks are formally divided grouped, and
coordinated. (Robbins 1996)
Managers need to address six key elements
when they design their organisationss
structure.
The key questions The answer is provided by
1. To what degree are tasks subdivided Work specialization
into separate jobs?
2. On what basis will jobs be grouped Departmentalization
together?
3. To whom do individuals and groups Chain of command
report?
Goals and
Environment Strategy Size
Theee
Structure
1. formalization
2. specialization
Culture Technology
3. hierarchy of
authority
4. centralization
5. professionalism
6. personnel ratios
Management- Science or Art
A reasonable question is- whether management is a science or an art.
The complexity inherent in the managers job dictates that effective
managers must blend both science and art.
Management as science-
Management problems and issues can be approached in ways that
are rational, logical, objective and systematic
Managers can gather and use data, facts and objective information
Use of quantitative models and decision- making techniques to
arrive at correct decisions
Technical, diagnostic and decision making skills are especially
important when practicing the science of management.
Management as Art
Despite the fact that managers make decisions and
solve problems based on science, they often times use
INTUITION, EXPERIENCE, INSTINCT and personal
insights.
objective facts (scientific) may prove to be wrong.
Use of CONCEPTUAL, COMMUNICATION,
INTERPERSONAL and TIME-MANAGEMENT skills to
decide between multiple course of action that look
equally attractive.
Thus, managers must blend an element of intuition and
personal insight with hard data and objective facts.
What is management?
Management is a set of functions directed at efficient and effective
utilization of resources in the pursuit of organizational goals. (Griffin
2000)
By EFFICIENT, we mean using resources and successfully
implementing them.
Successful organizations are both efficient and effective
Managers face a variety of interesting and challenging situations
The average executive works upwards of sixty hours a week
Managers face increased complexities thanks to globalization,
domestic completion, government regulation, shareholder
pressure, rapid change, unexpected disruptions, and both minor
and major crises
Managers have opportunities to make differences
Kinds of managers
The different kinds of managers in
organizations can be differentiated by level
and by area. Managers can be differentiated
by levels or areas.
Level of Management
There are three (3) distinct levels of management- top, middle and first
line.
Top managers are the relatively small set of senior executives who
manage the overall organization- e.g. titles found in the group
include president, vice president and chief executive officer (CEO).
Top managers:
Create the organizations GOALS, OVERALL STRATEGY and
OPERATING POLICIES
Officially represent the organization to the external environment
e.g. government officials and executives of other organizations
make decisions about activities such as acquiring other companies,
investing in research and development, entering or abandoning
markets, and building new plants and office facilities.
Middle managers is the relatively large set of
managers responsible for implementing the
policies and plans developed by top managers
and for supervising and coordinating the
activities of first line managers.
Middle management titles include plant manager,
operations manager, and division head.
Middle managers such as plant managers tasks
may include inventory management, quality
control, equipment failures, and minor union
problems.
First line managers are managers who supervise
and coordinate the activities of operating
employees.
Common titles for first line managers are
coordinator and office manager
Often the first step for employees who enter
management from the ranks of operating
personnel
They oversee the day-to-day operations
They spend a large portion of their time
supervising the work of subordinates
Areas of management
Regardless of their levels, managers may work in various areas
within an organization.
Marketing managers works in areas related to marketing
function by getting consumers and clients to buy the
organizations products of services. Tasks include new product
development, promotion and distribution.
Financial managers deal primarily with an organizations financial
resources, cost management and investments.
Operations managers are concerned with creating and managing
the systems that create an organizations products and services.
Typical responsibilities include production control, inventory
control, quality control, plant layout and site selection.
.
Human resources managers are responsible for hiring
and developing employees. They are typically involved
in planning, recruiting and selecting employees,
training and development, designing compensation
benefit system, appraisals and discipline.