WHAT IS MANAGEMENT?
DR. SELEN UNLUOGLU
SELEN.UNLUOGLU@IEU.EDU.TR
SUNLUOGLU.WEEBLY.COM
BA 567- DYNAMICS OF ORGANIZATIONS
Contact Details
Dr. Selen Unluoglu
E-mail:
selen.unluoglu@ieu.edu.tr
Room:
C 722
Telephone: 488 8552
A Learning Contract?
• Your expectations ?
You tell me!
• My expectations (of you)?
You guess!
Course Structure: Lectures
• Weekly
• Tuesday, 18:30
• Duration
• Attendance
• Source of vital information!
• Assigned to small group (of about 3-4 students
Goals
• Reveal the theory of practice
• Enrich understanding of how to create and manage
organizations in which people thrive and perform at their
best.
• Deal more effectively with the complexity and
uncertainty involved in living and working within
organizations
• Determine and apply a management perspective that
suits best to the situation.
• Breadth versus depth
Class Assets
• Introduce yourself
• What experience or knowledge or skill are you most
excited about bringing to class?
Assessment
• Outputs from in-class exercises
• Midterm
25%
25%
• Date: 9th April 2013
• The Reflected Best-Self Exercise
25%
• Individual Assignment
• Deadline: 21st May 2013
• Presentation
25%
• Group Project
• Analysis of Aravind Eye Care Hospital
• Date: 28th May 2013
• http://www.aravind.org/aboutus/casestudiesonaravind.aspx
SO FAR…
…Any Questions?
What is Management?
What do we mean when we say: the management
of organization? good management? bad
management? I would like to be a manager?
What do managers do?
Exercise – a Manager?
Discuss and draw a manager. Think about what they
look like, think about what they do. What are the
manager’s features? Be imaginative and support
your choices of features you ascribed to managers.
The Origins of Management?
The practice of management is ANCIENT:
• Village and household management skills of our more ‘primitive’
ancestors
• Wren (1979) notes the recording of business transactions by the
Sumerians circa 3000 BC
• Armies and ancient military campaigns required considerable
management skills (e.g. consider the managerial and logistical
problems of Hannibal’s crossing of the Alps)
• Civil engineering feats of ancient civilisations (e.g. The Seven
Wonders of the Ancient World)
• Indeed, if one accepts Darwin’s Theory of Evolution, one could
contentiously argue that some managerial skills/behaviours, id est
leading and controlling, have been inherited from our animal
ancestors e.g. the social groupings of primates contain a hierarchical
structure.
Not Just a Fundamental Question but a
Problematic One!
The social construction of management. Management as:
• A series of activities
• A social or occupational grouping
• The management of routines (e.g. planning/organizing etc.)
Source: Grey (1999)
The Nature of Managerial Work:
Folklore and Fact
Four MYTHS about Management
• Reflective, systematic planner
• Effective manager no regular duties to perform
• Senior management requires aggregated
information
• Management is a science or profession
(Source: Mintzberg, 1990 [reprint])
Management is ...
• Eclectic, but usually is composed for four roles:
• Planning
• Organizing
• Controlling
• Leading
• Management is both a science and an art
which consequentially requires both personal
experience of managing and formal education
in the basic principles to ensure success (Daft,
2000:23)
Management is ...
• To manage is to forecast and plan, to organize, to
command, to coordinate and to control (Fayol,
1916 )
• ‘Management is the attainment of organizational
goals in an effective and efficient manner through
planning, organizing, leading and controlling
organizational resources.’ (Daft,2000:7)
• Management is a social process ... Planning,
control, co-ordination and motivation (Brech, 1957)
• Managing is getting things done through other
people (Douglas, Cook and Hendricks, 1972)
Management as ‘Everyday’ Practice
Hales (1993) distinguishes between management as
a ‘general human process’ and management as a
specialist activity/group.
Five elements to this “general human process” :
1. Determining what needs to be done
2. Planning how to do it
3. The allocation of time and effort
4. The co-ordination of the task
5. Control loop (result is as intended)
So, People in Organizations
• Managers work involves a great deal of human
interaction, guidance, assignment giving and
goal setting, discussing, communicating –
working with people!
• Complexity of management is in getting things
done through other people
Why is it hard and complicated?
Even More So ...
• Complexity of management is in getting things
done through other people;
to produce the most outputs with the lease resources
increasing organizational profits
So, What are We Going to Learn?
• Management as structuring of tasks, roles and
responsibilities – org. structure/ communication/ team
work
• Management as motivation – theories of motivation
• Management as leadership – theories of leadership
• Management as finding the right people – selection
and retention of employees/ diversity management
• Management as change process – theories of
change (if we have time)
References & Helpful Reading
Grey, C. (1999). “'We Are All Managers Now'; 'We Always Were':
On the Development and Demise of Management.” Journal
of Management Studies, 36(5): 561-585.
Hales, C. P. (1993). Managing Through Organization. London,
Routledge.
Mintzberg, H.(1990). “The Manager’s Job: Folklore and Fact.”
Harvard Business Review, March – April, 163 – 176.
Stewart, R. (1967). Managers and Their Jobs. London, Macmillan.