BUSI 700 - D06- Module 6 - Group 3.pptx

BUSI 700 - D06- Module 6 - Group 3.pptx - HENRY MINTZBERG...

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HENRY MINTZBERG MANAGING BUSI700 Group 3
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AGENDA 1. The Dynamics of Managing… Slide 3 2. The Varieties of Managing…...Slide 8 3. Conundrums of Managing…..Slide 15 4. Management pitfalls……… .... Slide 20 This Photo by Unknown Author is licensed under CC BY-NC-ND
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THE DYNAMICS OF MANAGING “I don’t want it good – I want it Tuesday!”
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THE MANAGERIAL PACE The Managerial Pace The hectic pace of management is consistent Managing an organization is hard work “Managing is a job with perpetual preoccupation: the manager can never be free to forget the work, never has the pleasure of knowing, even temporarily, that there is nothing left to do” (Mintzberg, pg. 20) This Photo by Unknown Author is licensed under CC BY-NC-ND
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FRAGMENTATION AND INTERRUPTIONS Work usually involves specialization and concentration Managers don’t get this luxury Managers spend a lot of time in meetings and often has to shift moods and work efforts quickly. Managers need to free themselves from interruptions by using their staff and being able to delegate Managers can be conditioned by their workload This Photo by Unknown Author is licensed under CC BY-NC
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ACTION ORIENTATION Managers like change Managers like current information which is seen as top priority Managers don’t plan the same as line staff Managers can often prefer informal communications This Photo by Unknown Author is licensed under CC BY
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CALCULATED CHAOS Management characteristics are pace, brevity, variety, fragmentation, interruptions, action and exercising control. Calculated chaos is normal managing – inevitable managing – and managing is not an easy job This Photo by Unknown Author is licensed under CC BY-NC-ND
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THE VARIETIES OF MANAGING There are twelve factors to consider when understanding the role of a Manager. Industry and form of the organization are the most influential factors that go into the role and actions of a Manager. (Mintzberg, 2009, p. 98-101) External Context 1. National Culture 2. Sector 3. Industry Organizational Context 4. Form of Organization 5. Age, Stage, Size Job Context 6. Level 7. Function (Work Sup.) Situational Context 8. Temporary Features 9. Fashion Personal Context 10. Background 11. Tenure 12. Style Major Influences 2 5 12 20 8 6 7 7 1 6 9 5
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THE EXTERNAL CONTEXT Cultural Milieu – The effects of culture on managing.
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  • Management, Henry Mintzberg

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