Welcome to Managing the Company of the Future, Module two.
In the previous module,
we talked a lot about some of the changes that are happening in the business world.
And a little bit about what this means for you as an individual.
What we're going to do in this module is really home in on
exactly what we mean by this term management model.
This word is going to be important in this course because it really gets at
the heart of our old and our new approaches to management.
And the best way to get into that is just to show you on this slide
three of the famous old, old men of, of management thinking.
First of all, Henri Fayol, who was a Frenchman writing about 100 years ago,
obviously long since dead.
The second, Peter Drucker.
Probably the biggest guru management has ever had.
He died about five years ago.
And then third, Henry Mintzberg, very much alive and
still involved in writing and thinking about management.
And each of these three people in their eras came up with a view on
what exactly we mean by management.
What we mean by the concept of management.
And as I said in the first module,
management is getting work done through others.
But not only underneath that headline.
Of course, you're going to say to yourself well what are the things that
are involved in getting work done through others.
So, Henri Fayol came up with these four concepts for casting and
planning, organizing, commanding, and controlling.
And of course, if you think about that for
a second that's a very traditional kind of top down approach to what managing is.
And that doesn't surprise anybody who thinks about the way that the world
worked 100 years ago.
You go to Peter Drucker, who was writing in the 70s and the 80s.
And he came up with five categories of what management involves.
Setting objectives, organizing, motivating and
communicating with the people around you, measurement, and development.
Development means management development,
getting people more able to do the work of management.
And of course, that is a bit of a blend of, shall we say,
top down and bottom up thinking.
And then finally, you've got Henry Mintzberg.
And he's got these four categories, framing and scheduling.
In other words, essentially managing the kind of the, the, the timing and, and
the context of management.
Communicating and controlling, a very traditional top-down approach.
Leading and linking which is about how the manager connects to
other people in other parts of the organization, outside.
And then finally doing and dealing.
Which is the hand manager getting his or her hands dirty and
actually negotiating and things like that.
So those are the three models that I've chosen to pick up on.
Obviously there could be more out there.
But if you take those three and you kind of compress them and
you say, what are the common links between these three?
