MGT2008
Managerial Behaviour
Dr Ulf Bosch
TO PROGRESS AND LEAD
LECTURE 1
JAN. 25TH, 2022
FOUNDATIONS OF
MANAGEMENT
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
TOPIC 1
FOUNDATIONS OF MANAGEMENT
This session will look at:
The major roles and responsibilities of managers
The key management functions
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
MGT2008
MANAGERIAL BEHAVIOUR
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Foundations of management
Management in the era of disruption
Organisational structure: Planning and organising
Leading and controlling
Decision making in organisations
Managing for results: Motivation and performance of teams
Strategic management
Managing organisational change
Managing organisational culture
Sustainable and responsible management
Integrated management: Synthesis and recap
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
TOPIC 1
FOUNDATIONS OF MANAGEMENT
Contents
1.
2.
3.
4.
5.
The relevance of managerial behaviour: Why study the subject?
The nature of management: What is ‘management’?
The roles and key aspects of management: What are the major responsibilities?
The functions and levels of management: How can key activities be clustered?
The skills needed by management: What makes a well-rounded manager?
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Session aims and goals
• Discuss the importance of the subject managerial behaviour and why
fundamental knowledge and skills are so crucial for Accounting students
• Explore the various definitions of management and contrast their foci
• Understand the major roles and responsibilities of managers
• Evaluate major management functions, both classical and evolving ones
• Analyse the skill-set needed by managers to perform their roles
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Learning outcomes
This lecture will enable students to:
• Identify, define and evaluate management practices in different settings
Questions to consider include:
• Why is the subject important?
• What are definitions of ‘management’?
• What are the major responsibilities?
• How can key activities be clustered?
• What skills make a well-rounded manager?
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
Why do Accounting students
need to know about managerial behaviour?
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Why study the subject?
Warren E. Buffett
‘Your best investment is yourself.
There is nothing that compares to it.’
— Warren E. Buffett
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
Billionaire investor known as ‘Oracle
of Omaha’, philanthropist, Chairman
and CEO of Berkshire Hathaway
FOUNDATIONS OF MANAGEMENT
Why study the subject?
Bloom’s (1956) taxonomy:
The 6 levels of learning
• This module intends to
enable students to progress
through all levels of learning
Benjamin S. Bloom, University of Chicago
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Why study the subject?
• An understanding of managerial behaviour makes students better managers
• Analytical tools provide knowledge; behavioural studies provides understanding
• It adopts a holistic perspective of the organisation as socio-technical entity
• It adds the people dimension to the financial perspective
• Numbers are not always scientific; they are social
• Facts don’t change our minds
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Why study the subject?
• STEM (science, technology, engineering, maths) studies
— foster left-brain thinking to complete tasks efficiently, but that focus can lead to
— people skills and effective communication receiving less attention
• It helps to find problems inside and outside the company
• It introduces organisational dynamics and available managerial responses
• And measurement is NOT equal to management
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Who becomes a Chief Executive Officer (CEO)?
• Managerial behaviour is imperative for a career track towards the top management
• About 30 percent of Fortune 500 CEOs have a finance background
• This is by far the most common early experience of CEOs
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Who becomes a Chief Executive Officer (CEO)?
• This suggests that that large companies prefer CEOs who can create value for the
company and who understand the company’s financial drivers
• However, only about five percent of these CEOs were promoted directly from the
role of Chief Financial Officer – more than half were appointed from the role of Chief
Operating Officer or President
• In order to become CEO, non-finance capabilities are needed
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Who becomes a Chief Executive Officer (CEO)?
• Qualified as a chartered accountant in 1978 and joined Pfizer
Ian Reed
Executive Chairman, former CEO Pfizer
as an operational auditor
• Within 10 years had moved on from accounting department and worked in Latin
America holding positions in a number of Pfizer’s largest, fastest-growing operations,
including Chief Financial Officer, Pfizer Mexico, and Country Manager, Pfizer Brazil.
• In 1996, Ian was appointed President of Pfizer’s International Pharmaceuticals Group,
with responsibility for Latin America and Canada
• He became Executive Vice President, Europe, in 2000 and was named a Corporate Vice
President in 2001, and got responsibility for Canada, in addition to Europe, in 2002
• Ian later took on responsibility for operations in both the Africa/Middle East region
and Latin America as well
• Became CEO in 2010 and Executive Chairman in 2019
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Who becomes a Chief Executive Officer (CEO)?
• Graduated in accounting in 1974 and joined Ernst and Young
• Joined Gulf Oil (a client of E&Y) in 1977 in a financial role
• Became finance manager of Chevron International technologies in
1989
• Became President of Chevron Canada in 1993
• Became president of Chevron International Oil Co., in 1995
• Became executive vice president of Global Downstream
operations, ChevronTexaco Corp in 2001
• Became CEO of Archer Daniels Midland in 2006 until 2015
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
Patricia A. Woertz
Former CEO Archer Daniels Midland
FOUNDATIONS OF MANAGEMENT
Who becomes a Chief Executive Officer (CEO)?
• Joe Kaeser joined Siemens in 1980
• In 1994, he became CFO, and later as CEO of the US
subsidiaries Siemens Components, Cupertino, and
Siemens Microelectronics, in San Jose / California
• In 1999, Joe joined Corporate Finance where he was responsible for developing a
company-wide performance controlling system, stock market listing and US GAAP
• From April 2001 to September 2004, served as its Chief Financial Officer
• He served as Chief Strategy Officer and executed the Fit4More transformation program
• Joe became CEO of Siemens in July 2013
• Siemens is in full restructuring mode with a dramatic decline in workforce of nearly 23
percent (2019: 383,000 people; 2020: 293,000 people)
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
The nature and role of management:
What is ‘management’?
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
What is ‘management’?
Mintzberg (1989) defines basic management principles:
Prof. Henry Mintzberg
Desautels Faculty of Management
McGill University Montreal
• to ensure proficient production of goods and services
• to design and maintain stability of organisational operations
• to adapt the organisation, in a controlled way, to the changing environment
• to ensure that the organisation serves the ends of those persons who control it
• to provide a key information link between the organisation an its environment
• to operate the organisation’s status system
Mintzberg, H. (1989) Mintzberg on
Management. New York: Free Press
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
What is ‘management’?
Drucker (2001) suggests management is:
• Making people’s strengths effective and their weaknesses irrelevant
• Enhancing the ability of people to contribute
Prof.-Emeritus
Peter Drucker
Claremont Graduate University
• Integrating people in a common venture by thinking through, setting, and exemplifying
the organisational objectives, values and goals
• Enabling the enterprise and its members to grow and develop
• Ensuring everyone knows what needs to be accomplished, what they can expect of
managers, and what is expected of them
Drucker (2001)
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
What is ‘management’?
Management can be defined as
• the organisation and coordination of activities to achieve stated aims and objectives
(Combe, 2014)
• concerned with the optimum attainment of organizational goals and objectives with
and through other people
• the process by which people, technology, job tasks, and other resources are
combined and coordinated so as to effectively achieve organizational objectives
• addresses the recurrent challenges of managing people's time, objectives, and
resources in order to accomplish tasks and implement ideas (Waldron, 1994)
• cannot be reduced to one standard set of operating guidelines that will work for all
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Roles of management
• Management refers to three different roles:
Prof. Henry Mintzberg
Desautels Faculty of Management
McGill University Montreal
1. Interpersonal roles
2. Informational roles
3. Decisional roles
• Figurehead
• Monitor
• Entrepreneur
• Leader
• Disseminator
• Disturbance handler
• Liaison
• Spokesperson
• Resource allocator
• Negotiator
Mintzberg, H. (1989) Mintzberg on
Management. New York: Free Press
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Functions of management
Leading and
controlling
Planning
and
organising
Functions of
management
Organisational
change and
culture
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
Decision
making
Motivation and
performance
of teams
FOUNDATIONS OF MANAGEMENT
Summary of key points
• Many different definitions of management
• Most common ones focus on the role of organising and coordinating resources and
activities to achieve stated aims and objectives
• The key functions of management are: forecasting/planning, organising, leading,
controlling, decision making, motivating, driving performance, change and culture
• Management drives the business strategy and corporate responsibility
• Key roles for managers are: interpersonal, informational and decisional
• Managers require: conceptual skills, human skills, technical skills and cultural
awareness
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
FOUNDATIONS OF MANAGEMENT
Tutorial preparation
Go to the essential textbook (e-version) for this module:
• Robbins, S. P., Coulter, M. A. (2021). Management, Global Edition. Pearson.
• available here or through Queen’s Virtual Library and Ebook Central
• Read Part 1 Introduction to management (p. 34-40) and answer the questions:
— Who is a manager?
— Where do managers work?
— Why are managers important?
— What do managers do?
— What skills are needed on different management levels?
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
Programme name programme title
Dr Ulf Bosch | Queen's Management School
QUESTIONS
AND COMMENTS
MGT2008 Managerial Behaviour
Dr Ulf Bosch | Queen's Management School
MGT2008
Managerial Behaviour
THANK YOU
TO PROGRESS AND LEAD