MG101: INTRODUCTION TO

MANAGEMENT

Welcome to all MG 101

students to the First Lecture
for semester 1, 2010.
A Famous Management Saying
What gets measured  Mary Parker Follett
gets managed. (1868–1933),
By Management Guru defined
Peter Drucker management as
"the art of getting
things done through
people".
What is Management
Course Overview

MG 101 essentially aims to help

students understand important
management concepts and theories,
covering the basic management
functions and other important issues
from a practical perspective..
Learning Outcome
Upon completion of this course student will be bale to:
 Identify and discuss the four major challenges that create
changes to organizations in the 21st century.
 Understand the challenges of managing an organization in
the context of the global economy.
 Compile the different management functions and discuss
how the essential managerial skills and competencies are
needed in an organization.
 Explain and summarize the historical foundations of
management and different management viewpoints
 Appreciate how information technology is changing the
workplace and its use for decision making.
Learning Outcome Cont…
 Demonstrate by discussing how useful the decision making process
is to your personal decision making.
 Explain the foundations of strategic competitiveness and identify
the various types of strategies employed by organizations
 Describe organization structures and provide some examples of
organization trends and organizational design in the workplace.
 Apply the concept of human resource management to
organisations and discuss how they attract, develop and maintain
a quality workforce.
 Consider with examples the various types of leadership and the
important traits and theories.
 Review the various types of teams that exist to be able to discuss
their role and challenges.
 Examine the communication process and be able to discuss how it
can be used to deal with conflicts.
COURSE MATERIALS

Text book
 Campling, J., Poole, D., Weisner, R., Ang, E.S., Chan,
B., Tan, Wee-Liang,., and Schmerhorn, J.R. 2008. 
Management. (3rd Ed.).  John Wiley and Sons,
Australia.

 Moodle
This course will have materials uploaded on moodle.
Students should check their moodle account on a
regular basis. Also all important announcements,
assignment questions will be uploaded on moodle as
well.
COURSE CONTENT
WEEK 1
The Dynamic New Workplace Read Chapter 1

 Introduction to MG101
 Working in the new economy
 Organizations in the new economy
 What is management?
 The management processes
 Managers in the new workplace
 Managerial learning

WEEK 2
Environment and Diversity Read Chapter 2

 Environment and competitive advantage

 Customer-driven organizations
 Quality-driven organizations
 Internal environment and organizational culture
 Diversity and multicultural organizations
COURSE ASSESSMENT

COMPONENTS WEEKS AND DUE DATES PERCENTAGE

1 Group Assignment Week 8 – Friday 23 April before 4pm 10%

2 Case Study Presentations N/A 10%

3 Tutorial participation & attendance N/A 5%

4 Pre Mid-Term Test Week 6 – Wednesday 31 March 10%

Lecture time

5 Post Mid-Term Test Week 11 – Wednesday 12 May 15%

Lecture time

Continuous assessment total 50%

Final Examination 50%

Total 100%
COURSE ASSESSMENT

The students have to obtain a minimum of 40% (20 out

of 50 marks) in the continuous assessment as well as
40% (20 out of marks) in the final examination to pass
this course. Overall requirement is (50 out of 100
marks) to pass the course.
Chapter 1

The Dynamic New Workplace

Chapter 1
The dynamic new workplace
 Study questions
 What are the challenges of working in
the new economy?
 What are organisations like in the new

workplace?
 Who are managers and what do they do?
 What is the management process?
 How do you learn the essential
managerial skills and competencies?
Overview of the new economy
 A highly competitive global economy has
created unparalleled opportunities and
unprecedented uncertainties.
 Smart people and smart organisations
create their own futures.
 Companies with a future are committed to
people.
 Companies with a future have high
performance expectations and provide
supportive work environments.
 High-performing companies gain
extraordinary results from people.
1) What are the challenges of
working in the new economy?
 Intellectual capital
 Intellectual capital is the collective
brainpower or shared knowledge of a
workforce that can be used to create
value.
 A knowledge worker, whose knowledge
is a critical asset to employers and who
adds to the intellectual capital of an
organisation.
What are the challenges of working
in the new economy?
 Globalisation
 National boundaries of world business are
disappearing rapidly.
 Globalisation is the worldwide
interdependence of resource flows, product
markets and business competition that
characterise our new economy.
 Global supply chains makes economies
more and more dependant on each other.
What are the challenges of working
in the new economy?
 Technology
 Continuing transformation of the
modern workplace through:
 Rapid technological innovations
 the Internet – e-business
 the World Wide Web
 computers

information technology.
 Increasing demand for knowledge
workers with the skills to fully utilise
technology.
What are the challenges of working in
the new economy?
 Diversity
 Changing demographics are making the
workforce increasingly diverse.
 A diverse and multicultural workforce both
challenges and offers opportunities to employers.
 Truly valuing diversity is a societal responsibility
that is not easy to accomplish.
 Diversity bias can occur in the workplace by:
 Prejudice
 discrimination
 the glass ceiling effect – invisible barrier.
What are the challenges of working
in the new economy?
 Ethics
 Conducting business according to high
social institutions.
 Sustainable development and protection

of the natural environment

 Protection of consumers through product

safety and fair practices

 Protection of human rights, including

employment policies and practices.

What are the challenges of working
in the new economy?

 Careers
 Careers are fast changing in the new
workplace
 Core workers, contract workers and casual or
part-time workers; home workers,
telecommuting, virtual teams, sub-contract
workers, etc.
 People must be prepared to be any one of
these types of worker.
 People must make sure that their skills are
portable and of current value in employment
markets.
2) Organizations in the new
workplace
 Organizations in the new workplace are
challenging settings – opportunities and
challenges
 Critical skills for survival in the new workplace
 Mastery

 Contacts

 Entrepreneurship

 Love of technology

 Marketing

 Passion for renewal.

Organisations in the new workplace

 What is an Organisation
 A collection of people working together in a
division of labor to achieve a common
purpose.
 The purpose of any organisation is to
provide useful goods and/or services that
return value to society and satisfy
customer needs in order to justify
continued existence.
What are organisations like in the
new workplace?
 Organisations as systems
 Composed of interrelated parts that function
together to achieve a common purpose
 Organisations are open systems that
interact with their environments.
 Organisations transform resource inputs
into product outputs (goods and services).
 Feedback from the environment tells an
organisation how well it is meeting the
needs of customers and society.
 Fig 1.1 Organisations As Open Systems

The environment The organisation The environment

supplies: creates: consumes:

Resource inputs Product outputs

People Finished
Money goods and/or
Materials
Workflows
turns resources services
Technology
Information Into outputs

Transformation process
Consumer feedback

23
What are organisations like in the
new workplace?
 Organisational performance
 ‘Value-added’ is a very important notion
for organisations.
 Value-added occurs when an
organisation, through it operations, adds
value to the original cost of resource
inputs.
 Value is created when the resources are
used in the right way, at the right time
and at minimum cost to create high
quality goods and services for customers.
What are organisations like in the
new workplace?
 Organisational performance indicators
 Productivity
 A summary measure of the quantity and

quality of work performance with resource

utilisation taken into account
 Performance effectiveness
 A measure of task output or goal

accomplishment
 Performance efficiency
 A measure of the resource costs associated

with goal accomplishment.

Changing nature of organisations

 Workplace changes that provide a context

for studying management
 Pre-eminence of technology

 Demise of ‘command-and-control’

 Focus on speed

 Embrace of networking

 Belief in empowerment

 Emphasis on teamwork

 New workforce expectations

 Concern for work-life balance.

3) Managers in the New Workplace
What is Management?
 Management is universal and key for the success
of any organization
 Mary Parker Follett – Management is ‘the art of
getting things done through people’.
 Management is the attainment of organizational
goals in an effective and efficient manner through
planning, organizing, leading and controlling
organizational resources.
 Other functions identified are – decision making,
staffing, and communicating.
Managers in the New Workplace
What is a Manager?
 Peter Drucker – Managers give:
• direction to their organizations,
• provide leadership
• decide how to use organizational resources to
accomplish goals.
 A manager is a person in an organisation who directly
supports and helps activate the work efforts and
performance accomplishments of others.
 Managers have a special responsibility
for ensuring that people are treated as
strategic assets.
Who are managers and what do they
do?

 Levels of managers

 Top managers are responsible for the

performance of an organisation as a whole or for
one of its larger parts.
Who are managers and what do they
do?

 Types of managers
 Line managers - responsible for work
activities that directly affect an organisation’s
outputs.
 Staff managers - use technical expertise to
advise and support the efforts of line workers.
 Functional managers - responsible for a single
area of activity.
 General managers - responsible for more
complex units that include many functional
areas.
 Administrators - work in public and not-for-
profit organisations.
Who are managers and what do they
do?
 High-performing managers:
 build working relationships with others
 help others develop their skills and performance
competencies
 foster teamwork
 create a work environment that is performance-
driven and provides satisfaction for workers.
 The organisation as an upside-down pyramid
 Each individual is a value-added worker.
 A manager’s job is to support workers’ efforts.
 The best managers are known for helping and
supporting.
Fig 1.3 The Organisation as an ‘Upside-Down Pyramid’

Customers and clients

Ultimate beneficiaries of the organisation’s efforts

Serve
Operating workers Do work directly affecting
customer/client satisfaction

Support

Team leaders and managers

Help the operating workers do their
jobs and solve problems
Support

Top Managers
Keep organisation
mission and
strategies
clear

32
4) The Management Process

Functions of Management
 Management is the process of planning,
organising, leading and controlling the use
of resources to accomplish performance goals.
 All managers are responsible for the four
functions - planning, organizing, leading and
controlling.
 The functions are carried on continually.
 Fig 1.4 Four Functions of Management
Planning
Setting
performance
objectives and
deciding how to
achieve them

Controlling Organising
Measuring The Assigning tasks,
performance and management allocate resources
taking action to process and arranging
ensure desired coordinated
results activities

Leading
Inspiring people to
work hard to
achieve high
performance goals
34
What is the management
process?
 Managerial activities and roles
 Informational roles

 Giving, receiving and analysing information

 Interpersonal roles
 Interactions with persons inside and outside

the work unit

 Decisional roles
 Using information to make decisions in order

to solve problems or to make use of

opportunities.
Fig 1.5 Mintzberg’s Ten Managerial
Roles
Interpersonal Informational Decisional Roles
Roles Roles

How a manager How a manager How a manager uses

interacts with other exchanges and information in decision
people processes making
information
• Figurehead • Entrepreneur
• Leader • Monitor • Disturbance handler
• Liaison • Disseminator • Resource allocator
• Spokesperson • Negotiator

36
What is the management process?

 Characteristics of managerial work

 Managers work long hours.
 Managers work at an intense pace.
 Managers work at fragmented and varied
tasks.
 Managers work with many
communication media.
 Managers work largely through
interpersonal relationships.
What is the management process?

 Managerial agendas and networks

 Agenda setting
 Develop action priorities for jobs

 Include goals and plans that span long

and short time frames

 Networking
 Process of building and maintaining

positive relationships with people

whose help may be needed to
implement one’s work agendas.
5) Managerial Learning

 Essential managerial skills

Skill is the ability to translate knowledge into
action that results in desired performance.
 Technical skill is the ability to apply a special
proficiency or expertise to perform particular
tasks.
 Human skill is the ability to work well in
cooperation with others.
 Conceptual skill is the ability to think critically
and analytically to solve complex problems.
 Fig 1.6 Essential Managerial Skills
Lower-level Middle-level Top-level
managers managers managers

Conceptual skills – the ability to think analytically and

achieve integrative problem solving

Human skills – the ability to work well in cooperation

with other persons (Emotional intelligence)

Technical skills – the ability to apply expertise and perform

a special task with proficiency
40
How do you learn the essential managerial
skills and competencies?

 Managerial competency
 A skill-based capability that contributes to
high performance in a management job
 Managerial competencies are implicit in:
 planning, organising, leading and controlling
 informational, interpersonal and decisional
roles
 agenda setting and networking.
How do you learn the essential managerial
skills and competencies?

 Competencies for managerial success

 Communication
 Teamwork
 Self-management
 Leadership
 Critical thinking
 Professionalism.