MANAGEMENT AND LEADERSHIP OF

ORGANISATIONS

Smita Tripathi
By the end of this session you will be able to:
Understand the concept of Management

through a study of managers roles, tasks,

functions and behaviours
 With a partner, reflect upon, what is

management and managers?

Jot down 5 bullet points for each (5 minutes)
Discuss what is meant by management and

managers (10 minutes)

 Complex process
Managing is an art as well as a science
Think of different types of organisations--- the

process of running them would be different?

Running, coordinating acquiring, allocating,

ensuring and controlling people and other

resources functions, tasks, behaviours to
achieve specific outputs and outcomes
 Organisations do not exist in vacuum
Stakeholders with different agendas
Environment (PESTLE)
Managing them is complex
Origin linked to rise of engineers
Above all management is a profession
Fayol (1916): French Activities
mining engineer The Management Process
Enormous influence Forecasting

6 main functions of any Planning

organisation Organising
Technical Co-ordinating
Commercial
Commanding
Financial
Controlling
Security
Accounting
Administrative
 Managers have different roles and

responsibilities
think of :
Functional divisions (finance, accountancy, HR,
Legal etc)
Levels (top, middle, frontline, team, project)
Complexities like crisis, problems, competition,
survival, conflict, risk etc etc
Mintzberg (1973)
3 types of managerial roles
1. The exercise of authority and the resulting status
leads to Interpersonal roles
Figurehead, leader, liaison
2. Interpersonal roles result in Informational roles
Monitor, disseminator, spokesperson
3. Decisional roles
Disturbance handler, resource allocator, negotiator

Mintzberg, H (1973) The Nature of Managerial Work, Harper &

Row, New York.
Drucker (1977)
3 hierarchy of tasks that managers perform,
further subdivisions
Fulfilling specific purpose and mission
Making work productive making workers

achieve
Managing social impacts and responsibilities

Drucker, P.E. (1977) People and Performance, Heinemann, New

York
Kotter (1982)
2 significant activities common to all managers:
Agenda Setting
Networking Building

These tasks underpin managerial behaviours

communicating upwards and downwards,
externally, challenging, raising questions,
influencing, empowering, championing ideas,
solving problems.
Kotter, J.P. (1982)The General Managers, Free Press, New York.
Kotter, J.P. (1982) What effective General
Managers really do, Harvard Business Review
60:6,156-67
Based on empirical research, identified typical
pattern of daily behaviour
Spending most of their time with other people, at
all levels- superiors and direct subordinates, and
outside their organisations.
Discussing broad range of topics including those
unrelated to work.
 Asking a lot of questions, rarely seeming to
make big decisions usually asking, cajoling,
persuading, etc. rather than giving orders in a
traditional sense but they were frequently
influencing. They reacted to others initiatives
Conversations tend to be short and disjointed,
much of each day unfolded in unplanned ways.
They worked long hours.
Gosling & Mintzberg (2003)
Practice of management: 5 mindsets
Managing self reflection
Managing organizations analysis
Managing context seeking of varied information
and experiences
Managing relationships collaboration, facilitation
Managing change action

Gosling J, Mintzberg H. (2003) The five minds of the a manager,

Harvard Business Review, November 2003: 54-63
References
Mintzberg, H (1973) The Nature of Managerial Work, Harper &
Row, New York.

Drucker, P.E. (1977) People and Performance, Heinemann, New

York

Kotter, J.P. (1982)The General Managers, Free Press, New York.

Gosling J, Mintzberg H. (2003) The five minds of the a

manager, Harvard Business Review, November 2003: 54-63

Full module reading list:

http://resources.jorum.ac.uk:80/xmlui/handle/123456789/15118
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Author Smita Tripathi

Institute University of Plymouth
Title What does management involve
Date Created 01/06/11
Educational Level Level 4
UKOER, LFWOER, UOPCPDLM, Leadership, Management, Continuous
Keywords Professional Development, CPD, Work-based Learning, WBL
Creative Commons License Attribution-Non-Commercial-Share Alike 2.0 UK: England & Wales

University of Plymouth, 2010, some rights reserved

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