University:
Liverpool John Moores University
Course:
7003LBSIBM | International Business Management
Academic year:

2023
Views:

413

Pages:

6
Author:

T. Walkin

Organisational Behaviour – Week 2 Nature of Management Management can be regarded as: Taking place within a structured organisational setting and with prescribed roles; directed towards the attainment of aims and objectives; achieved through the efforts of other people using systems and procedures. ‘Management is tasks. Management is a discipline. But management is also people’ – Drucker ‘Motivation, communication, control and the development of people’ – Stewart Influenced by:      Structure Culture, philosophy, mission and values Technology and work methods Nature of the organisation Organisation size The environmental setting Why organisations need managers Mintzberg identified six purposes of the manager: • to ensure the organisation serves its basic purpose; • to design and maintain the stability of operations; • to take charge of strategy-making and adaptation to changing environment; • to ensure the organisation serves the ends of those who control it; • to be the key informational link between the organisation and the environment; • as formal authority to operate the organisation’s status system. Mintzberg Managerial Roles Fayol identified the main elements of managements as: • Forecasting and planning • Organising • Command • Co-ordination • Control Maslow’s Hierarchy of Needs The Effective Management of People Theory X and Theory Y Management Theory Y management assumes that: • for most people work is as natural as play or rest • people will exercise self-direction and self-control • commitment to objectives is a function of rewards associated with their achievement • the average worker can accept and seek responsibility; • the intellectual potential of the average person is only partially utilised • motivation occurs at the affiliation, esteem and self-actualisation levels. Theory X assumes that: • the average person is lazy and has an inherent dislike of work • most people must be coerced, controlled, directed and threatened with punishment for the organisation to achieve its objectives • the average person avoids responsibility, preferring to be directed • motivation occurs only at the physiological and security levels. Styles of Management 1.Exploitative authoritative – decisions are imposed, motivation based on threats, responsibility at the top. 2. Benevolent authoritative – responsibility lower down the hierarchy but still limited team work and communication. 3. Consultative – trust in subordinates, involvement, team work, responsibility shared, communication vertically and horizontally. 4. Participative – leaders have trust and confidence in subordinates, participation, high degree of team work and communication. Measures of effectiveness          The strength of motivation and the morale of staff (employee engagement) The success of their training and development The creation of an organisational environment in which staff work willingly and effectively The level of staff retention The incidence of sickness absence Absenteeism Level of complaint Poor timekeeping Accidents at work Management vs Leadership