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MGF1010: Introduction to Management

Week 12:REVISION

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UNIT RESOURCES

MOODLE: Lecture slides, Prescribed readings

Slideshare: Tutorial Slides

Textbook

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EXAM STRUCTURE

•2 HOURS + 10 MINUTES READING TIME•2 PARTS– PART A: Short Answers (Any 8 out of 12)

(7.5 marks x 8 = 60 marks)– PART B: Essay Answer (Any 2 out of 3)

(20 marks x 2 = 40 marks)

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Part One: Short Answer Questions (Answer eight (8) questions) • Questions 1 & 2: Introduction to Managers, Management and

Organisations (Week 2)• Questions 3 & 4: Functions of Management (P): Planning and

Decision Making (Week 5)• Questions 5 & 6: Functions of Management (O): Organising

(Week 6)• Questions 7 & 8: Functions of Management (C): Controlling

(Week 9)• Questions 9 & 10: POLC in a Changing Environment (Week 10)• Questions 11 & 12: Challenges of Managing in a Modern World:

Diversity (Week 11)

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Part Two: Essay Questions

• Question 1: Evolution of Management Thought I & II (Weeks 3 & 4)

• Question 2: Functions of Management (L): Leading (Week 7)

• Question 3: Motivating Employees (Week 8)

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Short Answer

Q. List and briefly explain the four functions of management. Up to 2 marks for listing the four functions (i.e. 0.5 marks per function).

Up to 5 marks for briefly explaining the functions (i.e. 1.25 marks per function).

Finally, the remaining 0.5 marks to be awarded based on the ‘overall quality’ of the answer.

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Essay Question

• In a globalised world, the approach to managing people and organisations outlined by contingency theory is more useful than the one postulated by scientific management. Critically discuss this statement through the use of real-life examples.

• Up to 3 marks for explaining the impact of globalisation on managing people.

• Up to 12 marks for explaining why the contingency approach is better/worse than scientific management as an approach to managing people in a globalised world. (i.e. 6 marks per theory). Up to 3 marks for using real-life examples in the above explanation.

• Finally, the remaining 2 marks to be awarded based on the ‘overall quality’ of the essay.

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Introduction to Managers, Management and Organisations

• What is an Organization> distinct purpose> Are composed of people; and> Have a deliberate structure

• What is Management> Management involves coordinating and overseeing the work

activities of others so that their activities are completed efficiently and effectively.

• What do Managers do?

Functions(Fayol) Roles(Mintzberg)

Skills(Taylor)

POLC Interpersonal, Informational and Decisional

Technical, Conceptual and Human

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New Challenges for Managers

• Changing technology– Virtual workplaces, empowered employees

• Increased threats to security– Work-life balance, discrimination concerns

• Increased emphasis on ethics– Increased accountability, corporate governance

• Increased competitiveness– Customer service, innovation

• Increased environmental concerns– Recycling, sustainability, carbon emissions

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Management theories: CLASSICAL

• Scientific Management (Taylor’s 4 principles)

– Develop a science for each element of work

– Select, train, teach, and develop workers

– Cooperation between workers and management on proper task completion

– Equal division of responsibility between workers and management

– McDonaldization

• General Administrative Theory

• A style of management with a focus on managing the total organisation

– What managers do

– What constitutes good management practice

• Henri Fayol– Functions and principles of

management• Max Weber

– Theory of bureaucracy

Emphasis is placed on rationality and efficiency.

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• Organizational Behaviour Approach

• Mintzberg: management is about influencing action, often of ‘others’.

• The study of management which focuses on actions (i.e. behaviour ) of people at work is called OB

• Hawthorne Studies– Shifted the attention of managers and

researchers away from the work itself (i.e. rationality and efficiency) towards the social setting of workers and their individual attitude.

– Human relations movement– Behavioural science theorists– Motivation– Leadership– Group behaviour and development

• Contingency/ Situational Approach

• There is no one universally applicable set of management principles (rules) by which to manage organisations.

• Organisations are individually different, face different situations (contingency

• variables), and require different ways of managing.

• Contingency Variables– Organisation size– Routineness of task technology– Environmental uncertainty– Individual differences

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Current trends

TRENDS• Globalisation• Ethics• Sustainability• Workplace diversity• Learning organization and

Knowledge Management• Quality Management• IT-eBusiness• Entrepreneurship

SOLUTIONS• Taylor – One best Way• Fayol – Standardised

functions and principles• Weber – ‘ideal’ organisation

that is bureaucratic• Mayo – focus on the employee

performing the job, not the task itself.

• Contingency – It all depends

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Planning and Decision Making

Planning is:• Defining the organisation’s objectives and goals• Establishing an overall strategy for achieving those goals• Developing plans to integrate and coordinate activitiesDecision making Is the process of choosing between two or more alternatives

• Decisions are made about:

– Planning (e.g. what objectives to set)

– Organising (e.g. allocation of resources)

– Leading (e.g. how to motivate individuals)

– Controlling (e.g. how to measure performance)

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Steps in DM

• 1) Identification of a problem• 2) Identification of decision criteria• 3) Allocation of weights to criteria• 4) Development of alternatives• 5) Analysis of alternatives• 6) Selection of alternatives• 7) Implementation of alternatives• 8) Evaluation of decision effectiveness

Managers rely on rationality, bounded rationality and intuition when making decisions.

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Organising

• Arranging and structuring work to accomplish the organisation’s goals

• The process of creating an organisation’s structure, which is the formal arrangement of jobs within an organisation

• When managers develop or change an organisation’s structure they are engaged in organisational design

• Elements of Organizational Design– Work specialisation– Departmentalisation– Chain of Command– Span of Control– Centralisation/de-centralisation– Formalisation

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TYPES OF OD

• Traditional

1. Simple: Low departmentalisation, wide spans of control, authority centralised in one person and little formalisation

2. Functional: Groups similar or related occupational specialities together (i.e. Sales, Production, Finance etc.)

3. Divisional: Separate units or divisions (i.e. Commercial

• vehicles, Heavy-duty vehicles etc.)

• Contemporary

1. Team: Organisation is made up of work groups or teams that perform the organisation’s work.

Google, Amazon, Motorola, Xerox

2. Matrix/project: Assigns specialists from different functional departments to work on one or more projects being led by a project manager, Dual chain of command

Skanska

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Leading

A leader is: someone who can influence others who may or may not possess managerial authority

Leadership is: the process of influencing a group to achieve goals

Trait theories

Behavioural theories

Contingency theories of leadership

Contemporary views on leadership

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Motivation

• Process by which a person’s efforts are energised, directed and sustained towards attaining a goal

• Content Theories of motivation– Two-factor theory (Herzberg)– Three-Needs theory (McClelland)

• Process Theories of motivation– Equity Theory– Expectancy Theory

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Controlling

The process of monitoring, comparing and correcting work

performance.

The control process:1. Measuring

2. Comparing

3. Taking managerial action

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Organizations and their environments

TechnologicalSocio-cultural

Econo

mic

Political/le

galDemographic

Global

Organization

Suppliers

Competitors

Customers

Pressure groups

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Workplace diversity

• Social dilemmas of workforce diversity• Three main types

– Individual participation– Managerial participation– Organisational participation

• Solutions– Management problem– Public Policy Problem

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LETS PRACTICE

• Get into groups of 3• Question: List and briefly explain four key elements of

organisational design.• Write in BIG LETTERS.• 10 MINUTES

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THE END

GOOD LUCK