Welcome to MGTS 1301

Intro to Management
Lecture 1: Introduction & The
Changing World of Management
Text Chapter 1
Dr Anna Krzeminska

Lecture Objectives
n Organisational Stuff
q Introduce the teaching team
q Explain Educational Approach in this Course, the
Course Aims, Structure and Content
q Explain Assessment in this Course
q Explain the Blackboard and Learning Resources
n Theory Content:
q Understand current management challenges
q Define management
q Describe the four functions of management
q Identify the skills required by managers at different
levels

Teaching Team

Course Co-ordinator & Lecturer:

Dr Anna Krzeminska
Email: mgts1301@business.uq.edu.au
Building 39 (Joyce Ackroyd), Room 426
Consult hours:

Thursdays 12:30pm-1:30pm
additional times will be advised if
necessary

Associate Lecturer:
Mr Ross Strong
Email: mgts1301@business.uq.edu.au

Contact details & consult times are available on blackboard

Management Challenges
n Challenges for government
q Providing competitive services and sound policy frameworks on such
issues as: health care, education, transport, economic management, local
services, defence and protection, telecommunications, etc.
q Allocating limited resources between alternatives, with conflicting
objectives and trade-offs between interest groups
n Challenges for business
q Continually generate enough revenue
q Comply with a myriad of laws, tax laws, labour standards, reporting of
information, pollution control, consumer protection
q Insecurity and instability of markets
q Are being increasingly blamed for causing social and environmental issues
n Challenges for individual employees
q Skills; job insecurity; careers; meaningful work; work-life-balance

Sustainable development:
now a core issue for managers
n Making balanced and equitable decisions so

that:
q Financial
q Environmental

and
q Social outcomes

are achieved in both the short and longer terms

n This is the triple bottom line of organisations

Why innovation matters

n For sustainable development
q To keep a competitive edge
q Innovation in products, services, management
systems, production processes, corporate values and
other aspects
n Without innovation a company will NOT survive

Learning Objectives for this Course

Comprehend the scope of management as a field of study and as a
career, critically reflecting on the relationships between management
theory, management research evidence, and management practice. >
taught in Lectures
2.
Demonstrate familiarity with a range of concepts, models and approaches
that represent the theory of management and apply them to practical
situations; > taught in Tutorials
!! Lectures and tutorial activities support each other they are NOT
substitutes !!
3.
Access management research published in scholarly journals and write
an individual research assignment linking own experience with research
evidence > taught through Assignment
4.
Identify and evaluate the ethical and social implications of management
practice and critically reflect own values and objectives > taught in
Lectures, Tutorials, and Simulation
5.
Work effectively in teams demonstrating interpersonal, leadership and
communication skills and making informed team decisions > taught in
Tutorials and Simulation
1.

Theory in Lectures
Cases in Tutorials
Simulation (Week 3)
Focus on
Leadership
and Ethics

Management
Topics

Graduate Attributes &

Learning Objectives

Educational Approach of this Course

What is theory?
n To a student, theory means an abstrac3on not directly

3ed to the real world .

n To a scholar, theory is a general statement of causal
condi3ons underlying a phenomenon and is subject to
test; a useful theory is one that evidence supports.

(Rousseau & Mccarthy, 2007, p.97)

What is Management?
Management is the attainment of organisational
goals in an effective and efficient manner through
planning, organising, leading and controlling
organisational resources
(Text: p.10)
Managers give direction to their organisations,
provide leadership and decide how to use
organisational resources to accomplish goals
(Text p.10)

An organisation is a social entity that is goal

directed and deliberately structured (Text: p.16)

Why do we need Management?

n Organisational Performance: The

organisations ability to attain its goals by using

resources in an efficient and effective manner
q Effectiveness

(Doing the right things)

The degree to which the organisation achieves a
stated goal - a measure of task output

q Efficiency

(Doing things right)

The use of minimal resources, raw materials,
money and people, to produce a desired volume of
output - a measure of the resource cost

Lectures 9,
10, and 11

Four Functions of Management

Lecture 5

Lectures 2, 3
and 4

Lectures 6,
7, and 8

Leading, Planning and Controlling

Organising

Environment and Performance

Structure of Lectures 2-11

n 110 min.
n Lecture Agenda and Objectives
n Theory Content, supported by lots of videos, case

examples, and interactive activities

n Mindfulness and Self-Awareness Exercises
n Quiz at the end of each lecture

Mindfulness and Self-Awareness

n Mindfulness and self-awareness are (among)

the most important skills for Managers

n Mindfulness
q Mindfulness

trains meta-attention, i.e. the ability to

know that your attention has wandered away
q Meta-attention is the secret to concentration, i.e.,
continuous attention
q It calms your mind and boosts your performance

Source: Tan, C.-M. 2012. Search Inside yourself. Harper Collins.

Mind

Mindfulness

Source: Tan, C.-M. 2012. Search Inside yourself. Harper Collins.

Self-Awareness
n Leads to accurate self-assessment
q Honest about own strengths and weaknesses
q Clear about your own priorities and goals
q Comfortable with yourself
n Accurate self-assessment leads to self-

confidence

Source: Tan, C.-M. 2012. Search Inside yourself. Harper Collins.

Mindfulness Exercise
n The easy way
q Simply bring consistent attention to your breath for
one minute. Thats it. Start by becoming aware that
you are breathing, and then pay attention to the
process of breathing. Every time your attention
wanders away, just bring it back.
n The easier way
q All you have to do is sit without agenda for one
minute. Life really cannot get much simpler than that.
The idea here is to shift from doing to being,
whatever this means for you, for just one minute. Just
be.
Source: Tan, C.-M. 2012. Search Inside yourself. Harper Collins.

Bee, just bee.

Source: Tan, C.-M. 2012. Search Inside yourself. Harper Collins.

Theory in Lectures
Cases in Tutorials

Management
Topics

Graduate Attributes &

Learning Objectives

Educational Approach of this Course

Simulation (Week 3)

Content of Tutorials
n You discuss statements that apply theory from lectures to

cases
n Set of interesting cases for each Lecture Topic covering
For-profit (e.g., GE, Lonely Planet, JB Hifi, QB House) and Not-forprofit/ social enterprises (Grameen Bank, Aravind Eye Care
Hospital & Specialisterne/auticon, Surf Lifesaving)
q Different Industries such as Manufacturing (Electronics = GE),
Retail (Clothes and Electronics), Service (B2C: Hairstylists, Bank,
Healthcare; B2B: Employment of People with Autism), Publishing,
Space Agency
q From different locations: Multinational, North American, Australian,
European and Asian
q Different Sizes: Large (Aravind, GE, JB Hifi, NASA and Grameen
Bank), Medium-sized (Lonely Planet, QB House, SLS), and Small
(Autism Employers)
q

Structure of Tutorials
n 50 min. starting next week and running in weeks 2, 4-13
n Tutorials 1 & 2 Speed dating
n Permanent group formation (groups of 4) at the end of Tut 2
n Tuts 3-11 follow Team-based Learning Model (Course

Reader p. 4):
Phase 1: Preparation > Pre-Tutorial
q Phase 2: Individual Readiness Assurance > In-Tutorial: First 5
minutes
q Phase 3: Application Discussion > In-Tutorial: Next 25 minutes
q Phase 4: Feedback > In-Tutorial: Final 20 minutes
q Phase 5: Formal feedback and reflection > Next class
q

n Tut 8 as individual online learning assurance

Theory in Lectures
Cases in Tutorials
Simulation (Week 3)
Focus on
Leadership
and Ethics

Management
Topics

Graduate Attributes &

Learning Objectives

Educational Approach of this Course

QUESTIONS SO FAR?

Assessment
Assessment

Simula0on
(requires 5-person teams to play
but record SimulaBon Log
individually)

Due date
In pracBcal sessions in computer
labs scheduled on 6, 8, 9, and 11
Aug.
No lectures or tutorial in week 3

Weigh0ng
10%

4-person group

In tutorials assessed FIVE Bmes in 15%

tutorials and best THREE counted
(3 x 5%)
towards nal grade

Paper

Tuesday 20 September at 11pm

25%

Central exam period

50%

Tutorial Exercise

Wri@en analysis of Everest

Simula3on 2000 words
(individual submit SimulaBon Log
as an appendix)

Exam
individual

Assessment: Simulation
Mt Everest Simulation (worth 10%)
q

FIVE (5) person teams

Practical sessions are scheduled in

computer labs scheduled on 6, 8, 9, and
11 Aug. Sessions last for 3 hours

You must enrol in one of these practical

sessions in the labs through Si-net.

Si-net sign on for these sessions opens 25/7 at 6:00am and

closes 29/7 at 5:00pm

Exam Conditions: It is essential that you arrive on time, bring

your student ID card and attend only the session in which you
are enrolled in.

Completed Decision Log Book = 10%

Sign on for
these lab
sessions will
open on Si-net
at 6am on
Friday 31 July
Closes 7am on
Tuesday 4
Aug.

Assessment: Assignment
q Written

Analysis of Everest Simulation (worth 25%,

2000 words)
Research-based analysis of your simulation experience due
Tuesday 20 September 11 pm
Guidance on how to research and write your assignment will
be presented in Lecture 4 (Week 5).

Guidance
on
Assignment
in Lecture
4

Due date
for
Assignment
Tuesday 20
Sept 4pm

Assessment: Tutorials
n Assessment occurs 5 times in tutorials over the

semester
q In

Tuts 4, 6, 7, 9, and 10

n Best THREE tutorial marks out of 5 attempts

will be counted towards final mark weight 3

x 5% = 15%
n See activities in Course Reader
n NOTE: You will receive a certificate
acknowledging your development of teamwork
skills if you attended all 10 on campus

Leading, Planning and Controlling

Assessment in
Tutorials

Organising

Assessment in
Tutorials

Environment and Performance

Assessment in
Tutorials

Assessment: Exam
Final Exam:
Worth 50%, 120 min. plus 10 min reading time
Short answer questions, case study questions, and
multiple choice questions
Based on both lectures and tutorial work
Lectures:
Theory prepares you for short answer questions
Quizzes prepare you for multiple choice questions

Tutorials:
Theory application to cases prepare you for case study questions

NOTE: COURSE PROFILE

q SECTION 6: Policies and Guidelines

Assessment
Assessment

Simula0on
(requires 5-person teams to play
but record SimulaBon Log
individually)

Due date
In pracBcal sessions in computer
labs scheduled on 6, 8, 9, and 11
Aug.
No lectures or tutorial in week 3

Weigh0ng
10%

4-person group

In tutorials assessed FIVE Bmes in 15%

tutorials and best THREE counted
(3 x 5%)
towards nal grade

Paper

Tuesday 20 September at 11pm

25%

Central exam period

50%

Tutorial Exercise

Wri@en analysis of Everest

Simula3on 2000 words
(individual submit SimulaBon Log
as an appendix)

Exam
individual

Learning Resources
n Textbook: Samson, D. & Daft,

R.L. 2015. Management, 5th Asia

Pacific Edition, Cengage
Learning (ISBN: 9780170259798)
n Link to Ebook version on BB
n Course Reader
q Available

from the POD at St Lucia

Campus Bookstore
q MGTS 1301 Course Reader is
also available on blackboard site

Learning Resources
n Check Blackboard
q You will need to check BB at least weekly
q Announcements, Assessment information, Resources
q Lectures
Lecture slides are posted on Blackboard site before the
lecture. Print out and bring to lecture for note taking. Add
extra notes from textbook.
Case examples and video links (if available) will be posted on
Blackboard
Lecture recordings will be released at the end of each
week

Allocations . . .
n You need to attend the lecture you are enrolled

in
n You need to attend the tutorial you are enrolled

in
n Problems with lecture place and tutorial place

allocations?
q See

announcement posted on Blackboard

q Email mgts1301@business.uq.edu.au

QUESTIONS SO FAR?

Manager Skills
n Conceptual skills
q Cognitive

ability to see the organisation as a whole

and the relationship among its parts.

n Human skills
q Ability

to work with and through other people and

to work effectively as a group member.

n Technical skills
q The

understanding of and proficiency in the

performance of specific tasks.

Manager Skills
n The relationship between conceptual, human and

technical skills to management level

Text p.18

Management Skills at Different Levels

What is it like to be a Manager?

n Manager activities:
q are characterised by variety, fragmentation, and
brevity
q involve handling both significant problems and trivial
events in no predictable sequence or pattern
q include performing a great deal of work at an
unrelenting pace.

What is it like to be a Manager?

n Becoming a manager means
q a profound transformation in the way people think of
themselves, called personal identity,
q which includes letting go of deeply held attitudes
and habits and learning new ways of thinking (Hill,
2003).