A note about theory
A theory is an explanation of something
Theories are made up of concepts and principles
Theories allow us to explain what we see
A theory is tested scientific
A theory is not hypothetical nor is it a hypothesis
Lecture 1 Management, Mangers, & Managing
Intro to Management
Explain what management is and what it is not
Describe what managers do
Differentiate between different levels and areas of management
Understand different managerial roles
Create compelling internal pictures of an exceptional and a bad manager
Assess challenges to be faced by and as managers
Historical views of management
Why study management
Provide direction
Deepen focus in a chosen specialisation
Add prestige and increase competitiveness
Assist in understanding relationships in organisations
Helps with experience in placements and industry projects (PACE)
Gives useful skills such as critical thinking, teamwork, and problem-solving
What is management?
The pursuit of organisational goals efficiently and effectively by integration
the work of people through planning, organising, leading, and
controlling[1] the organisation’s resources
The act of art of managing: getting things done through people
[1] 4 concepts of Management
Efficiency versus effectiveness
Many companies use a recorded telephone menu (called an “IVR”)
These get customers help direct calls and minimize wastes time (for the
company)
They are efficient
Customers prefer speaking to a person
They are NOT efficient
Functions of Management
1. Planning (you set goals and decide how to achieve them)
2. Organising (you arrange tasks, people, and other resources to accomplish
work)
3. Leading (you motivate, direct, and otherwise influence people to work hard to
achieve goals)
4. Controlling (you monitor performance, compare it with goals, and take
corrective action as needed)
Managers for different types of organisations
For-profit – for making money. Such as: Qantas
https://www.qantas.com/au/en.html
Non-profit – for offering services. Such as: Red Cross
https://www.redcross.org.au/
Mutual—benefit – for aiding members. Such as: The teachers credit union
https://www.tmbank.com.au/
Do managers manage differently for different types of organisations?
No. Management is planning, organising, leading, and controlling. The tasks and
activities may different, but fundamentally, managers do those four functions and
does not matter if it is profit, non-profit or mutual benefit
Management as a practice
Management is, above all, a practice where art, science, and craft meet –Henry
Mintzberg
Dynamics of Managing
Mintzberg’s key findings that characterise the dynamic of ‘managing’
The unrelenting pace of managing
The brevity and variety of its activities in the context of the
fragmentation and discontinuity of the job
The favouring of informal and verbal forms of communication
What do managers do?
Interpersonal Roles Informational Roles Decisional Roles
Figurehead Monitor Entrepreneur
Leader Disseminator Disturbance
Liaison Spokesman Handler
Resource Allocator
Negotiator
An Exceptional Manager
Is efficient Is a good Provides support
Is effective communicator and feedback
Is an excellent Is a life-long and Has integrity and
decision-maker fast learner high ethics
Is in high demand Takes care of Puts customers
Praises for the employees first first
work done well and profits second Is creative and
Is reflective Achieves results innovative
Is a good listener fast Is an excellent
Is not afraid to Is compassionate team player
make tough Creates space for Thinks analytically
decisions employees to and critically
demonstrate their Is intuitive
capacity to do a Leads by example
good job
The skills needed to be exceptional
Technical skills
the job-specific knowledge needed to perform well in a specialised field
Conceptual skills
the ability to think analytically, to visualise an organisation as a whole
and understand how the parts work together
Human skills
the ability to work well in cooperation with other people to get things
done
Challenges that managers face
Managing for competitive advantage
Managing for diversity
Managing for globalisation
Managing for information technology
Managing for ethical standards
Managing for sustainability
Managing for your own happiness and life goals
