By David Boddy
Half ONE: AN creation TO administration 1. handling in firms 2. types of administration half : the surroundings OF administration three. Oragnisational cultures and contexts four. handling the world over five. company social accountability half 3: making plans 6. making plans 7. choice making eight. Strategic administration nine. handling advertising half 4: setting up 10. agency constitution eleven. Human source administration 12. details know-how and e-business thirteen. coping with switch and innovation half 5: best 14. impact and tool 15. Motivation sixteen. communique 17. groups half SIX: CONTROLLING 18. functionality dimension and regulate 19.Finance and budgetary keep watch over 20. dealing with operations and caliber
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Extra resources for Management: An Introduction, 4th Edition
While we conduct some human activities individually or in family and social groups, we depend on organisations to deliver most of what we use. As we become more specialised in our work we depend more on others, who are equally specialised, to meet our needs. That interdependence requires progressively more complex forms of organisation to make the work productive. Their form varies infinitely, and new types continually evolve – but without them little would get done. The work of management is to build organisations which work, in the sense that they use resources to create value: ‘[the genius of management] is turning complexity and specialization into performance’ (Magretta, 2002, p.
4) Managers continually aim to create contexts that they hope will influence others to act in ways that meet their objectives. 2 showed the links between managers, their organisation and the external environment. 3 enlarges the ‘organisation’ circle to show more fully the elements that make up the internal environment within which managers work. QXD 15/10/07 13:19 Page 24 CHAPTER 1 MANAGING IN ORGANISATIONS manager’s work. For example, as Jorma Ollilia built Nokia into a major business, he and his team made many changes to technology, business processes – and indeed to all the elements shown in the figure (Steinbock, 2001), which later chapters examine: ● ● ● ● ● ● ● ● objectives (Chapters 6 and 8) – a desired future state of an organisation or unit; culture (Chapter 3) – norms, beliefs and underlying values that characterise the unit; structure (Chapter 10) – how tasks are divided and coordinated to meet objectives; technology (Chapter 12) – the facilities and equipment that people use to transform inputs into useful outputs; power (Chapter 14) – the amount and distribution of power with which to influence others; people (Chapter 15) – their knowledge, skills, attitudes and goals; finance (Chapter 19 – the financial resources available; business processes (Chapter 20) – activities that people and technologies perform on materials and information.
Line managers are in charge of a function that creates value directly by supplying products or services to customers: they could be in charge of a retail store, a group of nurses, a social work department or a manufacturing area. Their performance significantly affects business performance and image, as they and their staff are in direct contact with customers or clients. At Shell, Andrew Kerr was (in 2007) the distribution manager responsible for the storage, scheduling and delivery of Shell’s bulk fuel sales in the UK, while Ken Rivers was manager of the Stanlow Refinery.