II5001CL Leading and Managing People
Lecture 1
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What is management?
In Why do you want to work in management?
toda
y’s Understanding the processes of management
sessi
on…. ‘Layers’ of Management
Human Resource Management
Is Management:
‘Mana
An art? gemen
gettin t is th
A Process? g thin e ar t o
f
A Science? throug gs done…
h peop
A Craft? le’.
Mary P
A Practice? arker-
Follett
1930 circa
Wha
t is
‘Managem
ent’ p r o c ess of
e
? m e nt i s t h d
“Mana
g e
l e a d i ng, an
,
g , o r g anizing ization
l a n ni n f o rg a n
p
t h e e fforts o r
contro
l l i ng
s i n g a l l o t he
u
b e r s a nd o f a chi e v
e
mem ur c e s t o
a t i o n al reso l s”
organi
z
a t i o n a l go a
z
organi
s t a t e d
h r i ch (1988)
e i
o n t z a nd W
K o
Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
Daft, organizational resources [including people]
(2016)
Managers get things done through the
organization
They create the right systems and
environment
Organizations need good managers
So why do you
want to work in
Management?
Do you really want to become a practising (line)
manager?
Daft,
2016 The increased workload
The challenge of supervising former peers
The headache of responsibility for other people
Being caught in the middle
Henri Fayol
1841- 1925
Functions of
Managemen
t
Adapted by
Koontz and
O’Donnell
(1955)
Mintzberg
Seni • Chief Executive Officer/ Managing Director
or
Man • Vice Presidents
age
rs
Mid • General Managers / Functional Heads
dle
Man • Operational or Departmental Managers
age
rs
• Section or Shift Managers
First
- • Team Leaders
Line
Man • Supervisors
age
rs
Daft
(2016
)
Murray
(2010)
Daft’s
Manageria
l skills, in
proportion
to the
manager’s
role
Inserting the ‘human’ into
Management: what is HRM?
When you think of Human Resource
Management, what comes to mind?
Inserting the ‘human’ into
Management: what is HRM?
It centres on the management of work, and the
management of the people who undertake work.
Recruitment, Selection, Learning & Development,
communication, reward/promotion, discipline,
employee involvement, teamwork, exit/dismissal
Inserting the ‘human’ into
Management: how strategic is HRM?
Organisation
s HR can foster
trust and co-
operation
between
workers and
managers – but
Individuals it’s a tough
in the balancing act!
workplace
That’s all for today’s EXPO!
Thanks for your time, your attention and your
contributions
Please ensure you have read and prepared the Roger’s
Tyre Experts case study, which we will discuss in your
seminars next week.
In the seminar we’ll think like HR managers and come up
with some solutions to the HR issues we identify
But what does that actually mean?...
https://www.youtube.com/watch?v=hqBYAkaYe
ic
Stop at 1m 40s.
Scenario 1:
A manufacturing company has a vacancy
for a specialist engineer to help repair
and maintain vital equipment on the
factory floor.
How might managers and Human
Resources work together to achieve this?
1. Job Description
2. Person Specification
3. Job advertisement
4. Managing incoming applications
5. Shortlisting
6. Inviting to interview
7. Conducting the interview
8. Selecting the right candidate
9. Making the job offer
10. Organising Induction training
Scenario 2:
A retail worker is expecting a baby in 4
months’ time. She is beginning to find it
very tiring, being on her feet at work all
day. She would like to know what the
company can do to help and support her,
until it is time to take maternity leave.
She also wants to work out a budget, so
that she knows how her bills will be
covered, whilst she is away on maternity
leave.
THE MANAGER SHOULD….
Consult with the HR team to consider
reasonable adjustments to the work… and then
Who should implement them.
E.g. Working on tills or checkouts for a part
be of each day to reduce fatigue from standing.
responsible
for resolving THE HR ADVISER SHOULD…
these issues? Consult with the pay and reward specialists
to confirm financial calculations
Meet with the employee to explain
maternity leave, benefits and entitlements.
R Murray, A. (2010) "Management Lessons from The Wall Street Journal", 2010, Public Relations Strategist, vol. 16, no. 4, pp. 38.
e
f Taylor. F. W. (1911/2010) The Principles of Scientific Management. Montana: Kessinger Publishing
e Caldwell, J.I. and Crippen, C. (2017) “The Leadership Philosophy of Mary Parker-Follett (1868-1933)", The International Journal of Servant-
r Leadership, 11 (1), pp. 187-227.
e
n Koontz, H. and Weihrich, H. (1988) Management 9th Edn. New York : McGraw Hill
c Koontz, H. and O’Donnell, C. (1955) Principles of Management New York: McGraw Hill
e
s Malik, F. (2010) Management: The Essence of the Craft (Management: Mastering Complexity). New York: Campus Publishing.
Bowler, R. (1991) The Craft of General Management. Boston: HBR Press
Mintzberg, H. (1973) The Nature of Managerial Work. New York : Harper and Row.
