Managing 1 organisations and people

Acas OnLine Learning - Managing people This module is an introduction to the skills and behaviours that make an effective manager, it will explore some of the common issues that managers face. New and future managers should be provided with training to prepare them for the responsibilities they are likely to have. It is important that a manager understands exactly what is expected of them. Managers have a duty of care to their staff and must take all reasonable steps to ensure the health, safety and wellbeing of their team members.

Managing 1 organisations and people

The phrase "management is what managers do" occurs widely, [9] suggesting the difficulty of defining management without circularitythe shifting nature of definitions[ citation needed ] and the connection of managerial practices with the existence of a managerial cadre or of a class.

One habit of thought regards management as equivalent to " business administration " and thus excludes management in places outside commerceas for example in charities and in the public sector. More broadly, every organization must "manage" its work, people, processes, technology, etc.

Some such institutions such as the Harvard Business School use that name, while others such as the Yale School of Management employ the broader term "management".

English-speakers may also use the term "management" or "the management" as a collective word describing the managers of an organization, for example of a corporation.

The concept and its uses are not constrained[ by whom? Management on the whole is the process of planning, organizing, coordinating, leading and controlling.

Nature of work[ edit ] In profitable organizations, management's primary function is the satisfaction of a range of stakeholders.

Managing 1 organisations and people

This typically involves making a profit for the shareholderscreating valued products at a reasonable cost for customersand providing great employment opportunities for employees.

In nonprofit management, add the importance of keeping the faith of donors. In most models of management and governance Managing 1 organisations and people, shareholders vote for the board of directorsand the board then hires senior management. Some organizations have experimented with other methods such as employee-voting models of selecting or reviewing managers, but this is rare.

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History[ edit ] Some see management as a late-modern in the sense of late modernity conceptualization. Others, however, detect management-like thought among ancient Sumerian traders and the builders of the pyramids of ancient Egypt.

However, innovations such as the spread of Hindu numerals 5th to 15th centuries and the codification of double-entry book-keeping provided tools for management assessment, planning and control.

Machiavelli wrote about how to make organisations efficient and effective. The principles that Machiavelli set forth in Discourses can apply in adapted form to the management of organisations today: While one person can begin an organisation, "it is lasting when it is left in the care of many and when many desire to maintain it".

A weak manager can follow a strong one, but not another weak one, and maintain authority. A manager seeking to change an established organization "should retain at least a shadow of the ancient customs". With the changing workplaces of industrial revolutions in the 18th and 19th centuries, military theory and practice contributed approaches to managing the newly-popular factories.

But with growing size and complexity of organizations, a distinction between owners individuals, industrial dynasties or groups of shareholders and day-to-day managers independent specialists in planning and control gradually became more common.

Etymology[ edit ] The English verb "manage" comes from the Italian maneggiare to handle, especially tools or a horsewhich derives from the two Latin words manus hand and agere to act. For example, Chinese general Sun Tzu in his 6th-century BC work The Art of War recommends[ citation needed ] when re-phrased in modern terminology being aware of and acting on strengths and weaknesses of both a manager's organization and a foe's.

Plato described job specialization in BC, and Alfarabi listed several leadership traits in AD Mirrors for princes Written in by Adam Smitha Scottish moral philosopherThe Wealth of Nations discussed efficient organization of work through division of labour. While individuals could produce pins per day, Smith analyzed the steps involved in manufacture and, with 10 specialists, enabled production of 48, pins per day.

About the same time, innovators like Eli Whitney —James Watt —and Matthew Boulton — developed elements of technical production such as standardizationquality-control procedures, cost-accountinginterchangeability of parts, and work-planning.

Managing 1: organisations and people - online version BZX | Module Reviews | Open University

Many of these aspects of management existed in the pre slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi- mass production.

Salaried managers as an identifiable group first became prominent in the late 19th century. Examples include Henry R. Gantt 's charts s. Duncan wrote the first college management- textbook in In Yoichi Ueno introduced Taylorism to Japan and became the first management consultant of the "Japanese-management style".

His son Ichiro Ueno pioneered Japanese quality assurance. The first comprehensive theories of management appeared around People like Henri Fayol — and Alexander Church described the various branches of management and their inter-relationships. Mooney applied the principles of psychology to management.Guidance for healthcare and social services organisations on managing medical devices in practice.

Teal stage of consciousness. To understand the Teal organizational paradigm it is necessary to understand the level of human consciousness that it comes from.

Abraham Maslow, the pioneering psychologist, and other authors agree that the shift from Green to Teal is a particularly momentous one in the human journey — so much so that Clare W.

Managing 1 organisations and people

Graves, another psychologist known for his work in. Measuring and Managing Performance in Organizations [Robert D. Austin] on leslutinsduphoenix.com *FREE* shipping on qualifying offers.

Managing and managing people - OpenLearn - Open University - B_1

Here's an essential reference for all managers facing the multitude of issues involved in any measurement program. Developed from an award-winning doctoral thesis at Carnegie Mellon University. Many leaders and managers struggle when it comes to managing change, especially if it affects people.

This course looks at how we can manage people-centred change effectively.

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You will learn the importance of bringing people with you through change, and . Widgets: The 12 New Rules for Managing Your Employees As If They're Real People [Rodd Wagner] on leslutinsduphoenix.com *FREE* shipping on qualifying offers.

New York Times bestselling author Rodd Wagner tackles one of the most destructive problems facing organizations today - the breakdown of the social contract between people and the organizations where they work. Your people are not . Managing 1: organisations and people online version This course investigates organisational behaviour and human resource management.

Designed for working managers, those who deputise for managers, management trainees, supervisors and team leaders, it takes a very practice-based approach to studying management .

BZX - Managing 1: organisations and people - online version - Open University Course