Management and Organisational behaviour.pptx

Introduction to Management and Oganisational behaviours with basic concepts on functions of managements, hierarchy of organisations, types of organisations, history of management, the importance of management, the classical management theories

1. Module code: MGMT40123 Management and Organisational Behaviour Essentials TUTORS:

2. INTRODUCTION TO THE MODULE Module Guide Assessment Brief Learning Outcomes Learning Resources Navigation to CANVAS (VLE)

3. LEARNING OUTCOMES Describe some key management and organisational behaviour theories. Explain the importance of leadership styles and their impact on employee performance in achieving organisational objectives. Analyse the role of planning, decision making, organising, and control in the context of business and management. Reflect upon their current study skills levels, identify areas for improvement, and develop a plan to enhance study skills.

4. LO 1: Introduction to Management and Organisational Behaviour Theories

5. Session 1: Introduction to management and organisational behaviour Learning Objectives: 1. Understand the basic definitions of management and organisational behaviour. 2. Explain the process and functions of management. 3. Identify the levels of management. 4. Describe the meaning and importance of organisational behaviour. 5 . Describe elements of organisational behaviour 6. Recognize the realities of organisational behaviour. 7. Understand the history of management and development of management theories 8. Describe Taylor’s scientific management theory and Fayo’s theory

6. Definition of Management What do you understand about “management”?

7. Definition of Management “Management is the process consisting of planning, organizing, actuating, and controlling, performed to determine and accomplish the objectives by the use of people and resources.”  ( George R. Terry, 1968) “Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.”  ( Stephen P. Robbins, 2010) In brief, the term “management”  physical & human resources management M anagement involves, “getting things done by other people” (Mary Parker Follett, 1996).

8. History of Management

9. Functions of Management Process https://www.youtube.com/watch?v=aWV8w-coyhM

10. Management Functions Planning Collecting information Setting goals/objectives Determining courses of action to achieve organizational objectives. It is deciding in advance what to do, why to do, when to do, where to do, how to do and who will do it, in order to achieve these objectives Both long- term and short- term plans are necessary to achieve goals Evaluating, monitoring and reviewing actions

11. Management Functions Planning Reflection Activity Imagine you are the manager of a  marketing department  and responsible for planning the launch of a new product. You would plan by setting clear objectives, conducting market research, and identifying target demographics. You would also develop a pricing strategy, create a marketing campaign timeline, and  allocate resources effectively . Planning ensures that the product launch is strategically organized, aligning with customer needs and market opportunities.

12. Management Functions Organizing involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives. Designing and grouping jobs into framework for coordination and direction. Distributing authority, coordinating activities and fixing responsibilities. Formal organizations may be portrayed by use of an organisation chart. Organizations are structured based on product, function, geography, customer and project. Activity: search an organisation chart

13. Management Functions Staffing It is a managing function that takes people with necessary skills into the organisation and develops them into organisational resources. This process involves job analysis, human resources planning, recruitment, selection, induction, placement, training, execute development, wage and salary administration, leadership, teamwork, motivation, grievance procedure, disciplinary procedure, etc.

14. Management Functions Directing Givin g direction or instruction to employees to get the job done Leadership qualities are required Motivating employees by providing monetary and non-monetary incentives Communicating with them at regular intervals D irection is an important managerial function in securing employee’s contribution for the achievement of organisational goals.

15. Management Functions Controlling After planning, organizing, staffing and directing the various activities, the performance is to be verified in order to know whether the activities are performed in conformity with the plans and objectives or not. Controlling involves checking, verifying and comparing of actual performance with the plans, identification of deviations, if any and correcting of identified deviations. A ctions and operations are adjusted to predetermined plans and standards through control. The purpose of controlling is to ensure that everything occurs in conformities with the standards.

16. Management Levels

17. Group Activity

18. ORGANISATIONAL BEHAVIOUR

19. Meaning of Organisational Behaviour What is an organization? An organization is a consciously coordinated social unit, composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. What is organizational behaviour? Organizational behaviour (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organization, for the purpose of applying such knowledge toward improving an organizations effectiveness. The study of behaviour within an organisational setting

20. Elements of Organisational Behaviour

21. Elements of Organisational Behaviour People People serve as the backbone of any organisation. They consists of individuals and groups.  People are dynamic with multiple sides, behaviours, and preferences as they interact. They influence each other's opinions and attitudes. People's efforts ensure that the organizations keep functioning. Employees are important resources in every company.

22. Elements of Organisational Behaviour Structure Structures help to define the formal relationships of people within an organization. An organizational structure involves the roles/jobs and relationships of various individuals working in an organization. Departmentalisation, authority delegation, range of control, and centralisation of decision-making are all included in this structure.  An organization's structure helps prevent confusion in the work processes and ensures that the right person is assigned to carry out specific tasks. A working structure enables everyone's work in the organization to be directed toward the overall objective and goal.

23. O rganisation al Structure Organizational hierarchy Authority and responsibility Delegation of authority

24. Elements of Organisational Behaviour Technology Organisations have technologies for transforming inputs and outputs. These technologies consist of physical objects, activities and process, knowledge, all of which are brought to bear on raw materials labor and capital inputs during a transformation process. Technology is useful for training employees to carry out their duties more excellently. Through technology, employees are provided with machines, tools, resources, and methods designed to enhance their work and decision-making. Technology makes work easier and more effective. But, employees are likely to get used to such systems and find it difficult to do manual work in their absence.

25. Elements of Organisational Behaviour Environment All organizations operate in an external environment which significantly influences organizational behaviour. Environmental forces influence people's attitudes, motives, and working conditions. Two distinct sets of Environment: Internal Environment: suppliers, customers, competitors, shareholders. Extern al Environment: the economy, politics, technology, social factors, and culture.

26. The realities of organisational behaviour Source : From Hellriegel , D., Jackson, S. E. and Slocum, J. W. Jr., Management , eighth edition, South-Western Publishing (1998), p. 6. Copyright © 1999 South-Western, a part of Cengage Learning, Inc. Reproduced by the permission (www.cengage.com/permissions)

27. I mportance of Management and O rganisational B ehaviour To secure better labour management relationship To identify individual differences To overcome resistance To understand group behaviour To provide counselling To manage conflicts To introduce changes

28. Recap Management is a process of planning, decision making, organizing, leading, motivation and controlling the human resources, financial, physical, and information resources of an organization to reach its goals efficiently and effectively. Five functions of management: planning, organising, staffing, directing and controlling Three main levels of management: Top level, Middle level and Lower level Organisational behaviour is the study of behaviour of individuals, groups and structure within an organisational setting Elements of OB: People, Structure, Technology and Environment

29. Quiz

30. Group Activity Case study STEW LEONARD INC.

31. Development of Major Management Theories

32. Key Management Theories Taylor’s scientific management Fredrick Winslow Taylor The “father” of scientific management “ The Principles of Scientific Management” (1991) “Scientific management is concerned with knowing exactly what you want men to do and then see in that they do it in the best and cheapest way”. Using scientific methods to define “the best way” for a job to be done: - Putting the right person on the job with the correct tools and equipment - Having a standardized method of doing the job - Providing an economic incentive to worker

33. Key Management Theories Taylor’s Five Principles of Management Science, but not rule of the thump Group ha rmony Cooperation Maximum output Development of workers

34. Key Management Theories Taylor’s scientific management theory (cont’d) How do today’s managers adopt Taylor’s scientific management? Use time and motion studies to increase productivity Hire the best qualified employees Design incentive systems based on output Reflection: Where do YOU think scientific management could be applied to the best overall effect in YOUR university or organisation?

35. Key Management Theories (cont’d) Henry Fayol – General Administrative Theorist Henry Fayol started his career as a mining engineer in 1860 in a collier company in France. In 1866, he was appointed as the manager of the collieries. In 1888, he was appointed as the General Manager Believed that the practice of management was distinct from other organisational functions Six activity groups of business: (1) Technical (2) Commercial (3) Financial (4) Security (5) Accounting (6) Managerial

36. Key Management Theories (cont’d) Fayol’s 14 Principles of Management 1. Division of labour 2. Authority 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of individual interest to the common goal 7. Remuneration 8. Centralisation 9. The hierarchy 10. Order 11. Equity 12. Stability of staff 13. Initiative 14. Esprit de corps

37. Case study Analyse McDonald's Corporation Dissecting McDonald's Organisational structure Applying principles of Taylor’s scientific management and Fayol’s 14 principles of management to analyse McDonald’s business operations