Session 2

• Main elements that structure the definition of organisation:

  • Grouping of individuals as a collective
  • Action directed to a common purpose
  • Coordination of the actions and the structuralisation of resources
  • Stability but evolution of the organisation
  • Taking into account the environment
• Definition : Firm

  Economic organization which combines a set of human, financial and material resources; for what purpose?

  1. Produce goods and services
  2. It is a mean To achieve goals
  3. Sell it in the market
  4. Make profit
• Definition : Management

  Is a set of techniques for organizing, administering and controlling an organization entity.

  It is a set of activities that consist in leading, in a given context, a group of people to jointly achieve set objectives.
• The manager is both an organizer and an administrator. He‘s got his hands and gets involved at the operational level.

  He is the key link between the bottom teams and the direction of the organization.

  In the high hierarchy scale organizations, these managers are named the “middle management“ which represents the managers between the bottom of the workers and the “top management“
• Role of the Manger:

  • Absorbs the over or under workload of its employees
  • Enhancing the value and growth of the Company’s Players
  • Ensuring cohesion, collaboration of individuals
  • Ensuring well-being at work
• Manager skills:

  • Thinking and acting like a leader
  • Self-control
  • Managing people
  • Manage teams
  • Managing the company
• Manager soft-skills

  • Knowing how to take care of resources
  • Knowing how to focus on the essential
  • Knowing how to be an engine
  • Be aligned
  • Know how to communicate
• Manager behaviours:

  Behave with your teams so that they give their best

  An employee’s performance is above all a reflection of his or her superior’s expectations.

  When the manger’s expectations are low, employee performance is aligned.
• Manager behaviours:

  Developing talent

  It starts by avoiding negative projections on certain employees.

  This then involves taking into account all of the employee’s talents
• The autonomy the manager will have to take into account the autonomy of his employees:

  Autonomy = Knowledge x Will

  Knowledge = skills, knowledge, behavior

  Will = commitment, dedication, motivation
• The 4 situational management styles according to Hersey & Blanchard

  1. Authoritarian style
  2. Persuasive style
  3. Participatory style
  4. Delegating style
• Which management style is appropriate?

  Doesn’t know/doesn’t want

  • To structure, to decide
  • Danger: persecutor

  Authoritarian style
• Which management style is appropriate?

  Knows / Wants in a different

  • Associate, motivate
  • Danger : demagoguery

  Participatory style
• Which management style is appropriate?

  Knows/Wants

  • To delegate, to develop
  • Danger: laxisme

  Delegating style
• Which management style is appropriate?

  Doesn’t know/ Want

  • To explain, to mobilize
  • Danger : paternalisme

  Persuasive style
• Directional management style: To structure, decide and control

  Efficient if:

  • dependent employees
  • urgency important issues
  • need to structure

  Bad consequences if:

  • if you belittle your employees
  • you do not take into account the relevant opinion of your employees
• Persuasive management style: to explain mobilize, and train

  Efficient if:

  • you’re encouraging a fragile employee
  • you explain the reasons for your decisions
  • you mobilize your employees with little autonomy

  Bad consequences if:

  • you infantilize your collaborators
  • you mask the truth with kind words
  • you’re just justifying your words
• Participative management style: to associate, to motivate

  Efficient if:

  • you propose to your employees to work on problems and not on decisions
  • you take into account proposal that are very different from yours
  • it’s to motivate employees who are autonomous enough
  • you negotiate the action plan
• Participative : To associate, to motivate

  Bad onsequences if:

  • you only seek in this dialogue to impose your solutions
  • your final decision is always that of the group
  • you let your employees search for you while the decision is being made
  • you don‘t distinguish between negotiable and non-negotiable
  • you give your employees the floor only on minor points
• Delegative management style: to delegate, develop

  Efficient if

  • you’re on a level of autonomy
  • you give them all the means to succeed
  • you delegate what they know how to do and not what they don’t like to do
  • you free up time for tasks of greater responsibility or added value

  Bad consequences if:

  • you only delegate hard or high-risk cases
  • you delegate mostly to share the failures
  • you delegate to confirm that this collaborator does not and will not do it
  • is for delegating without ever having prepared you team
• Manager’s authority

  In the company, authority is associated with the action of a manager.

  Authority: the right inherent in the hierarchical position to give orders and to see them carried out.
• 2 types authority:

  • Functional ( the project to which I contribute)
  • Hierarchical ( the attachment to which I belong)
• 3 types of authority according to Weber

  • The charismatic authority
  • Traditional authority
  • Ration-legal authority
• The charismatic authority

  • is based on the extraordinary qualities of a man
  • actual, alleged or purported
• Traditional authority

  • is based on a standard : what has existed or what exists is legitimate
  • An authority rooted in custom or routine is legitimate
• Rational-legal authority

  • is based on the respect of rules established according to rational and formal procedures
• Ability to influence or induce others to act in a given direction:

  Forms of power:

  • Coercive
  • rewarding
  • legitimate
  • expert
  • resourceful
• Leadership styles

  • Autocratic leader
  • self-centered
  • it makes and announces decisions
  • Democratic leader
  • He presents the situation and asks for an opinion
  • Non-intervenant leader
  • employee focused
  • it lets you work within a predefined framework or not
• The 5 levels of leadership

  5. Pinnacle - respect - people follow because of who you are and what you represent.

  4. People development - reproduction - people follow because of what you have done for them.

  3. Production - result - people follow because of what you have done for the organisation.

  2.Permission - relationships - people follow because they want to.

  1 Position - rights - people follow because they have to