1. Management
Revision

2. Revision on everything!
Today’s lecture
Revision on everything!

3. Management
Chapters 1, 1a

4. Universality of Management
The reality that management is needed
in all types and sizes of organizations
at all organizational levels
in all organizational areas
in all organizations, regardless of location

5. What is a manager?
“Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.” (Robbins, 2011)

6. Where do managers work?
In organisations of different shapes and sizes with only 3 common characteristics.

7. Where do managers work?
In different layers of the organisation, particularly in hierarchical organisations.

8. Functions of a manager
Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.
Organizing - Arranging and structuring work to accomplish organizational goals.
Leading - Working with and through people to accomplish goals.
Controlling - Monitoring, comparing, and correcting work.

9. Factors shaping managers’ roles
There are many factors which change and shape a manager’s role. Four of these are:
Customers
Innovation
Sustainability
Changes

10. Summary of Approaches

11. Planning
Chapters 7, 8, 9

12. What is strategic leadership?
Strategic leadership - the ability to anticipate, envision, maintain flexibility, think strategically, and work with others in the organisation to initiate changes that will create a viable and valuable future for the organisation.

13. Effective strategic leadership (8 factors)

14. eBusiness strategies For any business, to help lower costs.
Cost Leadership
On-line activities: bidding, order processing, inventory control, recruitment and hiring
Differentiation
Internet-based knowledge systems, online ordering and customer support
Focus
Chat rooms and discussion boards, targeted Web sites

15. Customer service strategies
Giving the customers what they want
Communicating effectively with them
Providing employees with customer service training

16. Innovation strategies
Possible Events
Radical breakthroughs in products
Application of existing technology to new uses
Strategic Decisions about Innovation
Basic research
Product development
Process innovation
First Mover - an organisation that brings a product innovation to the market or uses new process innovations.

17. Summary of making a decision
Identifying a problem and decision criteria and allocating weights to the criteria
Developing, analysing, and selecting an alternative that can resolve the problem
Implementing the selected alternative
Evaluating the decision’s effectiveness

18. 8 steps process for decision making
Look at this diagram on p179 – do you understand all the steps? Do you have an example?

19. Rational decision making
Rational Decision-Making - describes choices that are logical, in the best interests of the company and consistent. Perfect decision making!
Bounded Rationality - decision making that’s rational, but limited (bounded) by an individual’s ability to process information.
Satisfice - accepting solutions that are “good enough.”

20. Intuitive decision making
Making decisions on the basis of
experience
Feelings
accumulated judgment
Works alongside rational decision making
Works best if person understands their emotions and has experience

21. Decision making styles
Linear Thinking Style - a person’s tendency to use external data/facts; the habit of processing information through rational, logical thinking.
Nonlinear Thinking Style - a person’s preference for internal sources of information; a method of processing this information with internal insights, feelings, and hunches.

23. What is planning? Planning - a managerial function that involves:
Defining the organisation’s goals
Establishing an overall strategy for achieving those goals
Developing plans for organisational work activities

24. Types of plans

25. Types of plans Strategic Plans
Establish the organisation’s overall goals
Seek to position the organisation in terms of its environment
Cover extended periods of time
Operational Plans
Specify the details of how the overall goals are to be achieved
Cover a short time period

26. Short and long term Long-Term Plans
Time frames extending beyond three years.
Short-Term Plans
Time frames of one year or less.

27. Specific and directional
Specific Plans
Plans that are clearly defined and leave no room for interpretation.
Directional Plans
Flexible plans that set out general guidelines and provide focus, yet allow discretion in implementation.

28. Single-use and standing
Single-Use Plan
A one-time plan specifically designed to meet the need of a unique situation.
Standing Plans
Ongoing plans that provide guidance for activities performed repeatedly.

29. Management by Objectives (MBO)
Specific performance goals are jointly determined by employees and managers.
Progress toward accomplishing goals is periodically reviewed.
Rewards are allocated on the basis of progress towards the goals.

30. Management by Objectives (MBO)
Key elements of MBO:
goal specificity
participative decision making
an explicit performance/evaluation period
feedback

31. Does MBO work? Reason for MBO Success
Top management commitment and involvement
Potential problems with MBO
Are less effective in dynamic environments that require constant resetting of goals
Overemphasis on individual accomplishment may create problems with teamwork
Allowing the MBO to become an annual paperwork shuffle

32. SMART goals Peter Drucker, 1954, SMART goals: S (specific)
M (measurable)
A (attainable)
R (relevant)
T (time bound)

33. What is strategic management?
Strategic management - what managers do to develop the organisation’s strategies.
Strategies - the plans for how the organisation will do what it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals.
Business model - how a company is going to make money.

34. Strategic management process

35. SWOT
Strengths - any activities the organisation does well or any unique resources that it has.
Weaknesses - activities the organisation does not execute well or needed resources it does not possess.
Opportunities – chances to change, improve, do well.
Threats – factors that could cause failure, lack of profit, be negative for the organisation.

36. Types of organisational strategies

37. Organisations
Chapters 2, 10, 11, 13

39. Establishing and maintaining culture

40. Where does culture begin?
Stems from the actions of the founders:
Founders hire and keep only employees who think and feel the same way they do.
Founders indoctrinate and socialise these employees to their way of thinking and feeling.
The founders’ own behavior acts as a role model that encourages employees to identify with them and thereby internalise their beliefs, values, and assumptions.

41. The socialisation process
Pre-arrival
The period of learning prior to a new employee joining the organisation
Encounter
When the new employee sees what the organisation is really like and confronts the possibility that expectations and reality may diverge
Metamorphosis
When the new employee changes and adjusts to the work, work group, and organisation

42. Managerial decisions affected by culture

43. Negative aspects of organisational culture
Institutionalisation
Barriers to change
Barriers to diversity
Barriers to acquisitions and mergers

44. What is an organisation?
“A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.”
(Robbins, 2011)

45. Organisational design
There are six key elements:
Work specialisation (sub-dividing jobs)
Departmentalisation (grouping jobs)
Chain of command (who reports to who)
Span of control (how many people you manage)
Centralisation and decentralisation (where does decision making power lie)
Formalisation (the level of rules and regulations)

46. Mechanistic or organic structures?

47. Contemporary organisation designs
The environment in which organisations exist has changed rapidly in the past 20 years. New organisation structures include:
Team
Matrix
Project
Boundaryless
Virtual
Network
Learning

48. Flexible working
As the structures of organisations change, the need for traditional full-time, permanent roles has changed.
Types of flexible working include:
Telecommuting
Compressed workweek
Flexi-time
Flexi hours
Job sharing

49. What is a group?
Group - two or more interacting and interdependent individuals who come together to achieve specific goals.
Groups tend to come together for a specific purpose but members work independently.
A group may have a leader, but the roles and functions of the other group members are not well defined.

50. Types of groups Formal groups
Work groups defined by the organisation’s structure that have designated work assignments and tasks
Informal groups
Groups that are independently formed to meet the social needs of their members

51. 5 stages of group development (4)

52. Creative group decision making

53. Conflict management (1)
Traditional view of conflict - the view that all conflict is bad and must be avoided
Human relations view of conflict - the view that conflict is a natural and inevitable outcome in any group
Interactionist view of conflict - the view that some conflict is necessary for a group to perform effectively

54. Conflict management (2)
Functional conflicts - conflicts that support a group’s goals and improve its performance
Dysfunctional conflicts - conflicts that prevent a group from achieving its goals

55. Conflict management (3)
Task conflict - conflicts over content and goals of the work (functional or dysfunctional)
Relationship conflict - conflict based on interpersonal relationships (usually dysfunctional)
Process conflict - conflict over how work gets done (functional or dysfunctional)

56. Conflict management techniques

57. Characteristics of effective teams (2)

58. Leadership
Chapters 14, 15, 16, 17

59. What is behaviour? Behaviour - the actions of people.
Organisational behaviour - the study of the actions of people at work.

60. Factors that affect employee engagement
Cognitive dissonance - any incompatibility or inconsistency between attitudes, or, between behaviour and attitudes.
External factors such as:
Pay
Co-workers
The work undertaken
Internal factors such as:
Confidence
Self-worth
Self-belief

61. Job dissatisfaction
If someone is unhappy in their job, there are different ways they might react.
Exit
behaviour directed toward leaving the organisation
Voice
Active and constructive attempts to improve conditions
Neglect
Allowing conditions to worsen
Loyalty
Passively waiting for conditions to improve

62. The Big Five Model of Personality Dimensions
Extroversion
Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, and trusting
Conscientiousness
Responsible, dependable, persistent, and organised
Emotional Stability
Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative)
Openness to Experience
Curious, imaginative, artistic, and sensitive
(c) 2008 Prentice-Hall, All rights reserved.

63. The Myers-Briggs Type Indicator
Most widely used instrument in the world.
Participants are classified on four axes to determine one of 16 possible personality types, such as ENTJ.
Extroverted (E)
Introverted (I)
Sensing (S)
Intuitive (N)
Thinking (T)
Feeling (F)
Judging (J)
Perceiving (P)
Sociable and Assertive
Quiet and Shy
Unconscious
Processes
Practical and
Orderly
The MBTI is the most widely used personality instrument worldwide. Participants are classified within four scales to determine 1 of 16 possible personality types. These types are broken down into four dichotomies. The first is extroverts who tend to be sociable and assertive verses introverts who tend to be quiet and shy. The second dichotomy is sensing and intuitive. Sensors are practical and orderly where intuits utilize unconscious processes. The third dichotomy is thinking and feeling. Thinking focuses on using reason and logic where feeling utilizes values and emotions. The final dichotomy is judging and perceiving. Judgers want order and structure whereas perceivers are more flexible and spontaneous.
Uses Values & Emotions
Use Reason
and Logic
Flexible and Spontaneous
Want Order
& Structure
(c) 2008 Prentice-Hall, All rights reserved.

64. Holland’s personality job fit

65. What Is Communication?
Communication - the transfer and understanding of meaning.
Transfer means the message was received in a form that can be interpreted by the receiver.
Understanding the message is not the same as the receiver agreeing with the message.
Interpersonal communication - communication between two or more people.
Organisational communication - all the patterns, networks, and systems of communications within an organisation.

66. Exhibit 15-1: The Interpersonal Communication Process

67. Organisational communication networks
Communication networks - the variety of patterns of vertical and horizontal flows of organisational communication.
Grapevine - the informal organisational communication network.

68. Organisational communication networks

69. What is motivation?
Motivation - the process by which a person’s efforts are energised, directed, and sustained toward attaining a goal.
Motivation, or, to put it another way – why people do what they do – is behind most of our actions. We all do things for a reason; however, that reason is not always clear.

70. 3 elements of motivation
Intensity – how hard a person tries
Direction – effort that is channeled toward, and consistent with, organisational goals
Persistence – how long a person can maintain effort

71. Early theories of motivation
Maslow’s Hierarchy of Needs
McGregor’s Theories X and Y
Herzberg’s Two-Factor Theory
McClelland’s Three Needs Theory

72. Contemporary Theories of Motivation
Goal-Setting Theory
Reinforcement Theory
Equity Theory
Expectancy Theory
There are a number of contemporary theories of motivation that have utilized the older theories to provide us with a deeper understanding of motivation in the workplace.
(c) 2008 Prentice-Hall, All rights reserved.

73. Leadership and management
The ability to influence a group toward the achievement of goals
Management
Use of authority inherent in designated formal rank to obtain compliance from organisational members
Both are necessary for organisational success

74. Are leaders born or made?
Trait theory: leadership is inherent, so we must identify the leader based on his or her traits
Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders

75. Contingency theory of leadership
While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists
Contingency theory adds this additional aspect to our understanding leadership effectiveness studies
Four key theories:
Fiedler’s Model
Situational Leadership Theory
Path-Goal Theory
Leader Participation

76. Transactional and transformational leaders
Transactional Leadership
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
Transformational Leadership
Leaders who inspire followers to transcend their own self-interests for the good of the organisation by clarifying role and task requirements.

77. Charismatic leaders Charismatic leadership
An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
Characteristics of charismatic leaders:
Have a vision
Are able to articulate the vision
Are willing to take risks to achieve the vision
Are sensitive to the environment and follower needs
Exhibit behaviours that are out of the ordinary

78. Team leadership roles diagram

79. Controls
Chapters 18 and 9a

80. What Is Control?
Controlling - the process of monitoring, comparing, and correcting work performance.
The Purpose of Control
To ensure that activities are completed in ways that lead to the accomplishment of organisational goals.

81. Planning-Controlling

82. The Control Process The Process of Control
Measuring actual performance
Comparing actual performance against a standard
Taking action to correct deviations or inadequate standards

83. Types of control

84. Other aspects of Controls
Financial controls
Information controls
Balanced scorecard
Workplace concerns

85. What is RoI?
Qualitative and quantitative measures to assess the value and utility of an investment
In other words, what return (value) do you get for your investment?
RoI tries to put this value into monetary terms

86. Kirkpatrick and Phillips

87. A Gantt Chart (p253)
Exhibit PM-5 depicts a simplified Gantt chart for book production developed by a manager in a publishing company. Time is expressed in months across the top of the chart.

88. PERT Network for Constructing an Office Building (p256)
Exhibit PM-9 shows the actual PERT network based on the data in Exhibit PM-8.

89. Revision You have a few hours before the exam: Eat some food
Drink some water
Revise and test yourself

90. Exam No cheating No mobile phones
Arrive 10 minutes early (ie, 14.20hrs) as it will start on time!
Bring 2 pens with black ink
You are only permitted 1 English-Chinese dictionary per person and it must be checked by me