Table of Contents
Week 1: Management ... 2 Chapter 1: The Exceptional Manager ... 2 Week 2: Motivation ... Error! Bookmark not defined.
Chapter 11: Motivation ... Error! Bookmark not defined.
Week 3: Groups and Teams ... Error! Bookmark not defined.
Chapter 12: Groups and Teams ... Error! Bookmark not defined.
Week 4: Individual and Group Decision Making ... Error! Bookmark not defined.
Chapter 7: Individual and Group Decision Making ... Error! Bookmark not defined.
Week 5: Ethics ... Error! Bookmark not defined.
Chapter 3: Ethical Responsibilities ... Error! Bookmark not defined.
Week 6: Culture and Structure ... Error! Bookmark not defined.
Chapter 8: Organisational Design ... Error! Bookmark not defined.
Week 7: Power and Leadership ... Error! Bookmark not defined.
Chapter 13: Power, Leadership and Effective Communication ... Error! Bookmark not defined.
Week 8: Individual Differences and Behaviour ... Error! Bookmark not defined.
Chapter 10: Managing Individual Differences and Behaviour ... Error! Bookmark not defined.
Week 9: Human Resource Management (HRM) ... Error! Bookmark not defined.
Chapter 9: Strategic Human Resource Management ... Error! Bookmark not defined.
Week 10: Strategy Management ... Error! Bookmark not defined.
Chapter 6: Strategic Management ... Error! Bookmark not defined.
Week 11: Managing in the Global Environment ... Error! Bookmark not defined.
Chapter 4: Global Management ... Error! Bookmark not defined.
Week 1: Management
Chapter 1: The Exceptional Manager 1. Definition of management
a. Efficiency vs effectiveness 2. Management process
a. Planning b. Organising c. Leading d. Controlling
3. Management roles: Mintzberg’s managerial roles a. Interpersonal – figurehead, leader, liaison
b. Informational – monitor, disseminator, spokesperson
c. Decisional – entrepreneur, disturbance handler, resource allocator, negotiator
4. 7 challenges to being an exceptional manager a. Competitive advantage
b. Diversity c. Globalisation
d. Information technology e. Ethical standards f. Sustainability
g. Own happiness and life goals 5. Levels of management
a. Top managers b. Middle managers c. Front-line managers 6. Areas of management
a. Functional b. General
7. Types of organisations 8. Entrepreneurship 9. Skills managers need
Management: pursuit of organisational goals efficiently and effectively by integrating work of people through planning, organising, leading and controlling (POLC)
- Efficiency: the means of attaining the organisation’s goals
o To use resources (people, money, raw materials, etc.) wisely and cost- effectively
- Effectiveness: the end goals
o To achieve results, make the right decisions and successfully carry them out so that they achieve the organisation’s goals
Management process
- Planning: setting goals and deciding how to achieve them
- Organising: arranging tasks, people and other resources to accomplish work - Leading: motivate, direct and influence people to achieve organisational goals
- Controlling: monitor performance and take corrective actions Why organisations value managers: the multiplier effect
- Multiplier effect: influence on the organisation is multiplied far beyond the results that can be achieved by just one person acting alone
- People who work in groups are able to leverage their talents and abilities much more than a lone individual, but requires managers to coordinate their work
Roles managers play
Textbook: Mintzberg’s useful findings
1. Manager relies on more verbal than written communication 2. Works long hours at an intense pace
3. Work is characterised by fragmentation, brevity (conciseness) and variety Mintzberg’s three types of managerial roles: ‘organised sets of behaviour’
1. Interpersonal: interact with people inside and outside their work units a. Figurehead: perform symbolic tasks that represent the organisation
o Ceremonial, representative
b. Leader: decisions about training, motivating and disciplining people o Sense making, provides vision
c. Liaison: work with people inside and outside the organisation to develop alliances that will help achieve the organisation’s goals
o Manages external relationships
2. Informational: accurate information is vital for making intelligent decisions - Most important part of a manager’s job
- Managers receive and communicate information with others inside and outside the organisation
a. Monitor: be alert for useful information o Accesses information
b. Disseminator: disseminates information
c. Spokesperson: put the best face on the activities of work unit or organisation to people outside it
o Advocate, communicate information with other people inside and outside the organisation
3. Decisional: use information to make decisions and solve problems or take advantage of opportunities
a. Entrepreneur: initiate and encourage change and innovation o Exploits new opportunities
b. Disturbance handler: fixing unforeseen problems o Solution orientation
c. Resource allocator: sets priorities about the use of resources o Determines and distributes resources
d. Negotiator: work with others inside and outside the organisation to achieve goals o Builds agreements externally and internally
Seven challenges to being an exceptional manager
1. Competitive advantage: ability of an organisation to produce goods/services more effectively than competitors do, thereby outperforming them
- Staying ahead of rivals in four areas:
a. Being responsive to customers o Required for every organisation o Provide something customers value
o Delivering what the organisation promises b. Innovation
o Finding ways to deliver new or better goods or services c. Quality
o If organisation is the only one of its kind, customers may put up with products/services that are less stellar, only because they have no choice d. Efficiency
o Strive to produce goods/services as quickly as possible using as few employees (and raw materials) as possible
2. Diversity
- Australia has one of the world’s highest rates of population growth, mainly due to migration
- Different mix of women, immigrants and elderly 3. Globalisation
- More open to the world economy - World trade
- Gives foreign-owned companies more freedom to determine whether they manufacture in Australia/NZ by importing from another country
- Puts pressure on local companies to expand overseas 4. Information technology
- E-commerce: buying/selling of goods/services over computer networks - E-business: using the internet to facilitate every aspect of running a business - Lowers the cost of communication
- Alters any industry/activity dependent on the flow of information 5. Ethical standards
- Increases the public’s trust in the organisation 6. Sustainability
- Environmental impacts of climate change
- Create value for customers without damaging their standing in the larger community - Organisation does not have to compromise the ability to make a profit
- Driver of new product ideas
- Encouraging a shift to more efficient forms of technology 7. Own happiness and life goals
- Affects happiness within the organisation Three levels of management
1. Top managers: determine overall direction - CEO or COO or President or Senior Vice-President - Make long-term decisions
- Determine overall direction and establishes objectives, policies and strategies for it - Future oriented: devise strategies to deal with environment outside the organisation 2. Middle managers: implement policies created by top managers
- Plant Manager or District Manager or Regional Manager, etc.
- Supervise and coordinate activities of first-line managers
3. First-line managers: direct daily tasks of non-managerial staff
- Department Head or Foreman/Forewoman or Team Leader or Supervisor, etc.
- Make short-term operating decisions
- Direct daily tasks of non-managerial personnel
- Usually selected from people who have experience of doing the job Areas of management
Functional managers: responsible for one organisational activity only - E.g. VP of xx, Director of xx, etc.
General managers: responsible for several activities
- E.g. Executive VP in charge of a small organisation overseeing different departments - At the top of the pyramid, CEOs may be considered general managers too
Types of organisations:
1. For-profit: making money
- Usually privately-owned – ownership rests with individuals 2. Non-profit organisations: offering services
- Not concerned with competition - Mostly in the public sector
- Main purpose: offer services, not make a profit for owners - E.g. Red Cross, Salvation Army
3. Mutual-benefit organisations: aiding members - Voluntary collections of members
- Purpose: to advance members’ interests
- E.g. political parties, labour unions, trade associations, clubs Entrepreneurship: taking risks in pursuit of opportunity
- Entrepreneur: someone who sees new opportunity for a product/service and launches a business to try to realise it
o Initiate new goods/services
o Sees opportunity for a product/service and mobilises the organisation’s resources to try and realise it
o VS manager: coordinate resources to produce the goods/services
- Social entrepreneurship: the use of entrepreneurial skills and practices to achieve social missions and goals
o Finding new, innovative ways of addressing social problems - Intrapreneur: someone who works inside an existing organisation Skills managers need
1. Technical skills: job-specific knowledge needed to perform well in specialised field 2. Conceptual skills: ability to think analytically and understand how organisation and
its parts work together - Important for top managers
3. Human skills (soft skills): ability to work well with others to get things done
