MGNT110 - Managing and Organisations Henry Mintzberg...

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Managing and Organisations Henry Mintzberg - Management is a practice – fundamental human activity - Managers act through information, work through people and manage action directly - There is no right or wrong – range of managerial practice - Leadership and management are part and parcel - All managers are flawed – effective managers are not fatally flawed (are right for the situation – context) - Management - Management is an active relational practice which involves doing things. o Things contribute to the achievement of organisational formal goals o We understand things through frames – our mental map - Management is the process of communicating, coordinating and accomplishing action in the pursuit of organisation objectives while managing with stakeholders both within and between organisations - Managing refers to the things we do and say as managers o Handling, directing, controlling, exercising skill in executive ability o The acts done by a person in charge of controlling and directing the affairs of a business, institution or agency o Manager discharges the functions of managing Is rational in that he/she systematically applies techniques that seek to achieve goals Organisation - Organisation is a framework relating people, things, knowledge and technologies in a design intended to achieve specific goals - Characteristics of rational organisations: o Purpose, objectives and goals o Sites of action, practice and experience o Structural design, formal roles and responsibilities o Change is normal o Rules are both explicit and implicit - Organisations may be considered as tools designed for a specific purpose - Organisation as a metaphor: o Machine metaphor: classical approach, emphasises hierarchy o Organism metaphor: cultural approach, emphasises sharing common meanings and interpretations o Family metaphor: human relations approach, emphasises a climate of openness, trust, commitment and collaboration o Parliament metaphor: political approach, emphasises power politics of human interactions - Organisational hierarchy: refers to layers of communication, coordination and control o Is top-down and centralised power o In many contemporary organisations is weakening due to need for adaptable, flexible organisational forms in an age of increasing uncertainty - Rules: o Formal rules – e.g. you will arrive and leave at a certain time o Professional rules – internalised rules o Legal rules – directives that are explicit, compulsory and have a clear source and target within the organisation e.g. you cannot use organisational resources for personal purposes o Standards – e.g. healthy and safety standards o Informal social rules – e.g. clothing etiquette Sensemaking - Sensemaking involves turning circumstances into a situation that is comprehended explicitly in words and that serves as a springboard into action i.e. making sense of everything around us all the time o Plays a central role in the determination of human behaviour - Characteristics of sensemaking: o Ongoing o Retrospective o
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