2/03/2014

Topic 1: Introduction to the Course

What is Management? What is an Organisation?
MGMT 1001, s1 2014
School of Management

Reflective Questions to guide this lecture

Part 1:Important things about this course

Why is this course is relevant to your degree?

What should you get out of this course (apart from grades)?
Focussed learning - What are the key learning outcomes?
How do I achieve good grades from this course?

Part 2:What is an Organisation?

Organisation? What is Management?

What is the definition of an organisation? What are the characteristics of an organisation?

Has organisation changed over time? Why is this relevant to me?
How is management relevant to organisations? (Why do organisations need management?)
How have management theories evolved over time? Why do we have different management
theories in different time period?
What are managers? What do they do? How are they relevant in the study of organisation
and management?
Are management theories in the past still relevant today?

What do prospective employers say?

Sandra Birkensleigh Partner, PwC

Did Uni give you everything you needed for

your career?
So can you learn those skills on the job?
If you knew then what you know now what
would you change?

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Most important selection criteria when recruiting graduates

1. Interpersonal and communication skills (written and oral)*
2. Passion/Knowledge of industry/Drive/Commitment/Attitude
3. Critical reasoning and analytical skills/Problem solving/Lateral
thinking/Technical skills
4. Calibre of academic results
5. Cultural alignment / Values fit
6. Work experience
7. Emotional intelligence (incl. self-awareness, strength of character,
confidence, motivation)
8. Teamwork skills
9. Activities (incl. intra and extra curricular)
10. Leadership skills
Source: Graduate Careers Australia Ltd (2013)
(2013) Graduate Outlook 2012

Least desirable characteristics when recruiting graduates

1. Lack of interpersonal and communication skills (etc.)
2. Poor attitude / Lack of work ethic / Approach to work
3. Arrogance/Selfishness/Aggression/Dominating
4. Lack of drive, motivation, enthusiasm and initiative
5. Poor teamwork skills
6. Poor or inappropriate academic qualifications or results
7. Inflexibility/Inability to accept direction (etc.)
8. Lack of commitment / High absenteeism / Lack of loyalty
9. Lack of emotional intelligence, self-awareness (etc.)

Source: Graduate Careers Australia Ltd (2013)

(2013) Graduate Outlook 2012

MGMT1001 three levels of analysis

Organisations
What is an Organisation & Management?(topic 1)
Strategic Management & Org Culture (topic 9)
Human Resource Management (topic 8)
Leadership (topic 7)

Attendance:
1 x 2hr lecture per
week
1 x 1hr tutorial per
week

The relationship between organisations and society

Ethics and Creating Sustainable Org (topic 10)
Global dimensions of Mgmt and IB (topic 11)

Individual study
readings, assignments

Individuals in organisations
Individuals in Organisations (topic 2)
Attitudes, perception, personality (topic 3)
Power and conflict (topic 6)
Communication (topic 4)
Understanding groups and teams (topic 5)

Skill building
disciplinary content,
study/ academic skills
and graduate attributes

Team simulation

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Course Requirements/ Course Outline

Course Outline (Part A and B):
Course description, aims and learning outcomes
Assessment
Course, School, ASB and University rules and
procedures
Available on the course website (i.e. UNSW Moodle)

Course resources (p.9)

Textbook *: Robbins, S., Bergman, R., Stagg, I.,
Coulter, M., Judge, T., Millett, B. & Boyle, M,

Managing Organisations and People MGMT 1001,

2nd Edition.

Student Study Kit/ Workbook: MGMT1001

Managing Organisations and People Semester 1,
2014

Topic workload & tutorial page available on course

website.

The UNSW library high-use collection section

should also have limited copies of the course
textbook and Student workbook
Available at UNSW
bookshop

The MGMT1001 Learning Environment

Teaching staff (p.1)

Teaching times and Locations (p.2)

1 x 2 hr lecture* per week

1 x 1 hr tutorial* per week
*Why attend Lectures and
Tutorials?

Course summary and relationship to

other courses (p.2)
Role of lectures and tutorials (p. 4)

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Assessment Summary (p. 4)

Assignment 1 (p. 5)
Due in tutorials in Week 5
15% of final mark
Length: 1,000 words
Format: Essay
Formatting requirements: page 7
Reference requirements:
Minimum of 2 from list on pg 6
Need to find 2 other ACADEMIC ARTICLES from prescribed
library databases
Review Marking Criteria (p.6-7) and marking form/ rubric on course
website
We will be spending more time in Week 3 lecture on this first assignment

Assignment 2 (p. 7)
Due in tutorials in Week 11
30% of final mark
Length: 2,500 words
Format: Report
Formatting requirements: page 7-8
Reference requirements: minimum of 6 academic sources
Review Marking Criteria (p.8) and marking form/ rubric on
course website

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Individual Participation (p. 8)

Tutorial Attendance and participation:
5 per cent (must attend 9 tutorials to be eligible)
Grade
Description

Marks

Outstanding
Contribution

Attends 9 + tutorials and actively participates in both small group and class
discussions. Contributions in class reflect thorough preparation. Provides
good insights; has clear and thoughtful views; and supports and argues for
but is open to modifying positions.

Satisfactory

Attends 9 + tutorials and participates in both small group and class

2-3
discussions. Contributions demonstrate some preparation for tutorial. Some
contribution of facts or opinion.
Attends 9 + tutorials but is an unwilling participant, is observed to rarely
1
speak in small group discussion and never voluntarily speaks in class
discussions. For example: only speaks when directly addressed by a tutor.

Unsatisfactory

Does not meet

attendance
requirement

Students must attend a minimum of 9 +tutorials to be eligible for

participation marks

4-5

Indv. Participation (p. 9): Research Studies Participation (3%)

Required to participate in two management research studies, each

worth 1.5%, by end of Week 13
Participating in research great way to learn how UNSW is advancing knowledge
in Management and involves you in important aspect of University

Descriptions of research studies posted from Week 2 onwards on:

http://unswasb.sona-systems.com
Further instructions on course moodle site

Sign up early to ensure a spot in research studies that interest you

most (some studies may be added later in semester)
Studies are 60 minutes in duration, including a debrief highlighting key insights
for managing organisations & people

If you are unable to participate in research studies, you may

complete two alternative online tests
Each tests is 60 minutes in duration and a minimum mark on each test is
required to receive the participation marks

Individual Participation (p. 88-9)

Everest simulation participation: 2 per cent
Required for you to complete Assignment 2
You will work in teams of 5 6 members
To be able to write your individual Everest Report:
Teams must first work as a virtual team in separate location i.e.
not in the same room (in Everest 1)*
For Everest 2, teams must work together in the same location*
* The simulation must be played by everyone at the same time

If your group completes the simulation 1 and 2, you will

receive a mark of 2.0 percent
Students will be notified of their team in Week 6
More information about Everest simulation in the course
website

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Individual Participation cont. (p. 9)

Spot quizzes of lectures and tutorial preparation (10 per cent)
Each week there are three (3) set questions/ requirements for
students to complete as part of your engagement with the topic
and preparation for the tutorial.
The details of these requirements can be found on the course
website for you to down load and complete.
Your tutors will randomly operate TWO (2) spot written questions
during the semester.
There will be two lecture driven quizzes randomly operated during
the semester.
These will be graded SATISFACTORY/ UNSATISFACTORY only.
There is no written feedback provided.

Final examination (p.9)

2 hour exam in the University Exam period
Exam period 13 to 30 June 2014
We have no control over the Exam schedule, and cannot
schedule early exams
More details about the exam in the Lecture in Week 12

Policies and assistance

How, where and when to submit your assignments
(p.10)
In what circumstances and how to apply for an
extension for your assignments (p.10)
Formatting requirements for your assignments (p.11)
Academic honesty and plagiarism (Part B)
In what circumstances and how to apply to sit a
Supplementary Final Examination (Part B)
New students (and transfer students) need to
complete ELISE (https://my.unsw.edu.au/student/atoz/ELISE.html)

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Key dates for s1 2014

Everest simulation 1

12 April (9am) 20 April (Midnight)

Everest simulation 2

3 May (9am) 10 May (Midnight)

Assignment 1: Essay

Week 5 (tutorial)
Week beginning 31 March 2014

Assignment 2: Report

Week 11 (tutorial)
Week beginning 19 May 2014

Research Studies
Participation

Weeks 2 13

Tutorial attendance &

participation

Weeks 2 13

Spot Quizzes of Lectures &

Tutorial Preparation

2 random spot quizzes in tutorials, and 2 lecture

driven quizzes between Weeks 2 and 13

Examination period

13 June 30 June 2014 (Provisional)

BREAK

Part 2
WHAT IS AN ORGANISATION?

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Which of these collections of people are an

organisation?

Definitions: what are organisations?

Organisations

mediate between the wider society and the individual,

and joining an organisation as an employee exposes the individual
to substantial direction and control. Despite the self-activity of their
members, organisations as corporate bodies do have economic and
political powers above and beyond those of the particular individuals
that comprise them (Thompson and McHugh 2009 p.5)

Organizations are systematically arranged frameworks relating

people, things, knowledge, and technologies, in a design intended to
achieve specific goals (Clegg et al 2008 p.8)

Organizations are (1) social entities that (2) are goal-directed, (3) are
designed as deliberately structured and coordinated activity
systems, and (4) are linked to the external environment.
(Daft 2004 p.11)

An organisation
HAS:
Purpose, objective, goals
Structure, rules and boundaries
People
Action designed to achieve the goals
IS:
Future oriented
part of an open system
EXISTS
independently of the people within them they go on
while members change

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Characteristics of organisations:
1. Size (small, medium, large)
2. Industry (eg telecommunication, mining, finance,
energy, consumer goods)
3. Ownership type (eg sole trader, company, membership,
Not For Profit, Listed corporation)
4. Owner domicile (eg local business, Australian, Multinational)
5. Location (eg city, suburban business park, regional)
6. Physical environment (eg open plan, personal office)
7. Remuneration and benefits (yearly bonus, share
options, employee discount, other benefits)

The Context of Organisations and Management today

Technological change new products, new ways of doing things, outsourcing and
off shoring

International division of labour

The Context of Organisations and Management today

Lets go paperless!

Changing conception of time and space

Changing demographics

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The Context of Organisations

and Management today
Reflect the following Questions:

1) How have Organisations

changed over time?
time?
2) What is your idea of the
Workplace in the 21st
century?
3) How will
will these changes
impact your future career
as a member of an
organisation?

Part 2
WHAT IS MANAGEMENT?

The aim of management

Doing things right

Effectiveness

High
Low

Doing the right thing

Low

Efficiency

Quadrant 1: Manager chooses the

right goals to pursue, but does a
poor job of using resources to
achieve these goals
Result: a product/ service the
customer wants but that is too
expensive for them to buy

Quadrant 3: Manager chooses

wrong goals to pursue and makes
poor use of resources

High

Quadrant 2: Manager chooses the

right goals to pursue and makes good
use of resources to achieve these
goals

Result: a product/ service that

customers want at a quality and price
they can afford
Quadrant 4: Manager chooses
inappropriate goals, but makes good
use of resources to pursue these goals

Result: A low-quality product/ service Result: A high quality product/ service

that customers do not want
that customers do not want

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Timeline of Management Theory

What is Scientific Management?

Frederick W. Taylor (18561915) is best known for
defining the techniques of scientific management.
The systematic study of relationships between people
and tasks for the purpose of redesigning the work
process to increase efficiency.
efficiency
Taylor believed that if the amount of time and effort
that each worker expended to produce a unit of
output (a finished good or service) could be reduced
by increasing specialization and the division of
labour,
labour then the production process would become
more efficient.

Scientific approaches to management Job Design

Other famous names include

Frank and Lillian Gilbreth time
and motion studiesstudies- who used
film and stop watches to work
out new quicker ways to
produce tasks
Any customer can
Henry Ford production line:
who took the idea of the
production line from abattoirs
where carcasses were moved
through the factory on chains
and pulley systems - and
introduced it into his car
manufacturing plants.

have a car painted

any colour that he
wants so long as it
is black.

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The Scientific-Technical Revolution and its effects on

organisations and management

The ideas and methods of Scientific Management were what the

Americans manufacturing industries needed in that era
To extend the transformation of craft work (human as the agent) to
mechanisation and transformation

Rise of factory system of production

growth in number of employees
Increasing use of technology in production
Rise of corporations meaning owners did not necessarily work in
the organisation (e.g. the typical share-holder)

Key features/ developments

Specialisation of labour and the production line
Systematic study of work tasks to create rules or one best way
of performing each task
Focus on both job design and organisational structures and
administration

The Scientific-Technical Revolution and its effects

on organisations and management (Continued)
Taylor (unknown to himself) had laid the groundwork for
automation and off shoring
He analysed work processes into distinct, unambiguous pieces =>
which is exactly what computers and unskilled people would
follow and execute, based on instructions designed by others.
Under Scientific Management, workers had very little
opportunity for further thinking, experimenting or suggestion
making.
One of the big problems with the introduction of all of these
scientific methods was that it reduced work/ tasks to
menial or boring work

Pause and reflect:

Is the invention of Scientific Management a good thing?
The question you should be asking is.
Good for who?

Innovations in administrative management:

Bureaucracy (Max Weber, 1864 - 1920)

Characteristics:

Specialisation of labour
Formal rules and procedures
Well-defined hierarchy
Career advancement based on
merit

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Innovations in administrative management - Principles (Fayol)

Fayol developed a list of 14 principles that he believed were essential to

increasing efficiency in the management process.
Fayol is also well-known for articulating the 5 (now 4) managerial
functions what managers must do to create a high performing
organisation.

Planning choosing appropriate goals for the organisation

Organising designing processes and systems to achieve those goals
Command selecting the right employees for the job, evaluating work performance,
motivating individual employees etc
Co-ordinating putting together relationships/ work teams to ensure that production
runs smoothly
Controlling measuring and monitoring to evaluate how the system is working
Henri Fayol (1841 1925)

Time spent per managerial functions

Planning

Organising

Leading

Controlling

Top
managers

Middle
managers

Firstline
managers

Source: Waddell et al 2008 p. 14

Behavioural Management Theory

Develop in response to Scientific approaches to
management
Focus on motivational and behaviour as a mechanism
to improve organisational performance
Hawthorne Studies of the 1920s
Maslows Hierarchy of Needs
McGregors Theory X and Theory Y

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What do managers actually do?

In the 1970s and 1980s ideal managerial roles were challenged by

researchers who actually observed managers in their day to day life,
and found that managers have a very different job than these
ideals.

One of the most famous studies was done by Henry Mintzberg who
spent many months actually observing managers in action, and had
other managers keep a detailed record of their actions each day.
What he found was that managers spend much more time DOING,
than thinking.
thinking

Mintzbergs studies allowed him to perform 10 different but highly

inter-related Management roles (specific categories of managerial
behaviour).

Mintzbergs Managerial roles

1. Decisional

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

2. Informational
Monitor
Disseminator
Spokesperson

3. Interpersonal
Figurehead
Leader
Liaison

Skills needed by three levels of management

Conceptual skills

Human skills

Technical
skills

Top
managers

Middle
managers

First-line
managers
Team
leaders

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21st century understandings of management

Increasing emphasis on motivation, leadership and
relationships
The key skill is communication both oral / verbal but
also the ability to develop and effectively communicate a
vision/ position to different audiences the management
of meaning
Less overt control
control as organisations take advantage
technology (eg swipe cards for building access, login to
PCs, keystroke monitoring)
Pause and Think: What other issues confront managers in the 21st
century?

Demands on modern managers

Managers in the 21st century often required to

work smarter and harder - increased working
hours, doing more with less staff/ resources,
the globalisation of the business environment

Pressures of conflicting demands delivering

shareholder value while being ethically and
environmentally responsible

Empowerment efforts of the 1990s has seen

increased demands for flexibility, work life
balance and learning opportunities by staff

Summary
Management is not easy
There is no one best way to do it
We know lots about what managers actually do every
day, and what they should be doing
There is an increasing emphasis on motivation,
leadership and communication

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