Management in Organization (online)

Lecturer of the study module

doc. Ing. Ludmila Mládková, Ph.D.

Annotation

This module provides knowledge about specialised management activities in relation to basic managerial functions (planning, decision making, organising, implementation, and control) and the style of management. The students acquire basic knowledge from the field of strategic management, processing management, changes management, knowledge management, identity, and culture in an organisation, and international management.

Sylabus

Managerial Functions

Managerial functions represent classification of managerial activities based on specialisation. Different authors define managerial functions differently. Among those basic planning, decision making, organising, implementation, and control
are usually mentioned. All together managerial functions create the foundations of the system of management of organisation.

Planning focuses on defining and using so called planning categories – objectives, activities, resources, time schedules, and responsibilities. Decision making concerns creation of alternatives, their evaluation, and choice. Organising is about organisational forms. Implementation discusses motivation and leadership. Control provides us with necessary feedback.

Style of Management

Style of management is the way how manager executes managerial functions and individual specialised managerial activities. The style of management should depend on the situation and the type of employees the manager is managing. There are many classifications of managerial styles in the literature. One of the best is the so-called Managerial Grid.

Strategic Management

Strategic management is a complex of planning activities. Their purpose is to shape long-term organisation intentions. With a strategic management we establish new concepts of organisation behaviour (strategy) and further important documents. The basis of strategic management is the right determination of basic organisation targets which result from the basic general organisation plans (vision and mission). To the strategic methods belong a strategic group analysis, department strategy, S‑C‑P model and R-C-P model. Strategic management comes out from many different approaches and uses various methods and techniques. To the most important pertain market product matrices, benchmarking, SWOT analysis, VRIO analysis, Balanced Scorecard, financial analysis, etc. Basic strategic cycle comprises following steps: basic premise specification, situation analysis, organisation development potential analysis, strategy determination, strategy realisation and control.

Process Management

Process management is a specific style of creation and implementation of the organisational structure. Process management results from the process philosophy. Process is a flow of actions and ties between them. It contains inputs and its output represents added value for a customer. Process approach enables to improve basic activities and services of an organisation. In every organisation occur 1-2 basic (entrepreneur) processes connected to the main organisation activity and several important service processes. When transiting to processing management it is essential to describe the most relevant processes and to create their map. The analysis of process structure is conducted afterwards and processes are optimised and stabilised. Process management requires employee team work.

Literature

• VEBER, J.: Management. Základy moderní manažerské přístupy, výkonnost a prosperita. Management Press ISBN 798-80-7261-200-0
• MLÁDKOVÁ, L., JEDINÁK, P., a kol.: Management. Aleš Čeněk, s.r.o. Plzeň, ISBN 978-80-7380-230-1
• ROBBINS, S., COULTER, M.: Management. Pearsons. ISBN 978-01-3216-384-2
• SCHERMERHORN, J. R.: Introduction to management. John Wiley & Sons. ISBN 978-04-7064-624-3
• MINTZBERG, H.: Managing. Berrett-Koehler Publishers. ISBN 978-15-7675-340-8