Management

• Managers


  Get things done - not by doing all jobs themselves, but by working with and delegating to other people
• Traditional manager functions

  • Planning
  • Organising
  • Directing
  • Controlling
• Planning


  Giving the business a direction for the future
• Organising

  The people and other resources needed
• Directing


  Leading and motivating people in the organisation
• Controlling


  Ensuring that the original plan is being followed
• Fayol


  Defined five functions of management: Planning, Organising resources to meet objectives, Commanding, directing and motivating employees, Coordinating activities, Controlling and measuring performance against targets
• Mintzberg


  Identified ten managerial roles divided into three groups: Interpersonal roles, Informational roles, Decisional roles
• The differences between the approaches of Fayol and Mintzberg should not be exaggerated
• Mintzberg believed that management is much more than the five functions, it must include interpersonal relationships and open-ended discussions with workers and customers
• Effective managers lead successful businesses. The part managers play in the performance of the businesses they control cannot be underestimated
• Key indicators that managers are having a positive impact on business performance


  • Management Positions
  • Management Styles
• Management style


  The way in which managers take decisions and communicate with employees
• Management styles


  • Autocratic
  • Democratic
  • Paternalistic
  • Laissez-faire

  
• Autocratic management


  Managers take decisions on their own, with no discussion. They set business objectives, issue instructions to workers and check to ensure their instructions are carried out.
• Democratic management


  Managers encourage discussion with workers before taking decisions or may allow workers to take decisions themselves. Communication is two-way.
• Paternalistic management


  Managers listen, explain issues and consult with workers, but do not allow them to take decisions. The paternalistic manager decides what is best for the business and the workforce.

  
• Laissez-faire management


  Managers allow workers to carry out tasks and take decisions themselves within very broad limits. There is very little input from management.

  
• Theory X


  Managers view their workers as lazy and disliking work. They think workers are unprepared to accept responsibility and need to be controlled and made to work.
• Theory Y


  Managers believe that workers enjoy work, are prepared to accept responsibility, be creative and take an active part in contributing ideas and solutions to work-related problems.
• The general view is that workers behave in a particular way as a result of the attitude that managers have towards them
• There is not one management style that is best in all circumstances and for all businesses. The style used will depend on many factors.