PPTs to accompany Contemporary Management 2e by Waddell, Jones & George

2011 McGraw-Hill Australia Pty Ltd

1-1
Welcome to
Management 100


Have you taken the survey? If no, please complete it
now.
(check out the announcement titled ilectures and survey)

Question
1. What is Blackboard?
2. Where can you find your unit outline?
3. Where can you find the iLectures?
ilectures have tips on assignments
4. Is there a difference between the non
interactive and interactive ilectures?
Unit outline
Please look at the UO
Assignment 1 Essay plan, individual
essay
Assignment 2 group presentation, peer
assessment
Exam

Please form groups
Make friends and exchange email
addresses, telephone numbers
Name your group
Develop a group slogan
Develop a logo

Assessment 2
Please decide on an organisation.
Presentations start in teaching week 9 and 10.
5 minutes to decide.
Please write down your choice on the sheet of paper
distributed by your tutors
You will know the outcome next week
Decision is final

Assessment 2
Groups 1 to 10 - present in week 9

Groups 11 to 20 - present in week 10
Question

Your tutors are here to ensure you have an

____________ _________ _________


Question
How much time a day do you spend on
facebook?
Question
How much time do you think you should
dedicate to Management 100?

You must dedicate at least ____ hours a
week to Management 100.

Break 15 minutes
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-12
What is management?
Management is the planning,
organising, leading and
controlling of human and other
resources to achieve organisational
goals effectively and efficiently.
Henri Fayol outlined the four managerial functions in his
book General Industrial Management (New York: IEEE
Press, 1984)
What is management?
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-13
Question
What is P.L.O.C?

Who is Henri Fayol?
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-15
Levels of management
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-16
Types of managers
First-line managers
are responsible for day-to-day operations. They
supervise people performing activities required to
make the good or service.
Middle managers
supervise first-line managers. They are responsible for
finding the best way to use departmental resources to
achieve goals.
Top managers
are responsible for the performance of all departments
and have cross-departmental responsibility. They
establish organisational goals and monitor middle
managers.
Tutor students interaction time
(5 minutes)
Please turn to the person next to you.
Please ask him/her to provide examples of
a top manager, middle manager and line
manager.
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-18
Managerial roles and skills
Managerial role: the set of specific tasks that a
person is expected to perform because of the
position he or she holds in the organisation
Mintzberg identified three categories of roles:
decisional
informational
interpersonal
http://www.ocoruja.com/IMG/GURUS/henry-mintzberg.jpg
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-19
Decisional roles
Roles associated with methods managers use in
planning strategy and utilising resources:
Entrepreneur: deciding which new projects or
programs to initiate and to invest resources in
Disturbance handler: managing an
unexpected event or crisis
Resource allocator: assigning resources
between functions and divisions, setting the
budgets/salaries of lower managers
Negotiator: reaching agreements between
other managers, unions, customers or
shareholders
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-20
Informational roles
Roles associated with the tasks needed to obtain
and transmit information in the process of
managing the organisation:
Monitor: analysing information from both the
internal and external environment
Disseminator: transmitting information to
influence the attitudes and behaviour of
employees, colleagues and other stakeholders
outside the organisation
Spokesperson: representing the organisation
and using information to positively influence the
way people, in and out of the organisation,
respond to it
PPTs to accompany Contemporary Management 2e by Waddell, Jones & George
2011 McGraw-Hill Australia Pty Ltd
1-21
Interpersonal roles
Roles that managers assume to provide direction
and supervision to both employees and the
organisation as a whole:
Figurehead: symbolising the organisations
mission, values and what it is seeking to
achieve
Leader: training, counselling, mentoring,
setting goals and expectations, initiating
change, role modelling, decision making
Liaison: linking and coordinating the activities
of people and groups both inside and outside
the organisation
Daylight video
(Background)
Daylight, a (fictitious) company based out of
Perth specialises in manufacturing and selling
solar energy products, including solar water
heaters and solar energy panels

The company is having problems reaching their
financial goals, and they are unsure where
exactly the problems lie. They have a great staff
of 87 employees. Some of the more well-known
employees are:


Daylight video
(Background)
Homer, the manufacturing manager. Homer has been
with the business since it opened, and is particularly
skilled at operating the manufacturing equipment.
However, Homer is infamous in the company for telling
people off. The manufacturing team often complain that
he is too strict with his requirements, and there has been
rather high turnover in his department since he took
over. He is the first-hand-man responsible with
motivating the manufacturing team towards their
individual line jobs, as well as handling conflicts between
manufacturing staff and negotiations with labour unions.

Daylight video
(Background)
Elaine, one of the accountants, just started with the
company 6 months ago. Elaine is very skilled with the
accounts with 2 years previous accounting experience,
and she also has a Bachelors degree in Management.
Part of her job is allocating money into departments
according to the annual budget. Even though this is a
position that is usually unpopular, somehow Elaine is
well-liked across the departments. She gets things
done through people quite well, always explaining the
big picture for why the budget is how it is.
Daylight video
(Background)
Elaine has become a good connector between the
accounting department and Daylights other
departments. Recently she has begun speaking up at
accounting department meetings and always has
helpful comments. Elaine recently expressed concern
that even though there were great plans and clear
organisation of the companys resources, something is
missing between that point and getting real results.
She also mentioned her personal frustration with not
really knowing how she is going in the position,
expressing that she gets no feedback, whether
formally or informally.

Daylight video
(Background)
Bob is the founder and current CEO of Daylight.
Bob is known for his strategic planning ability and
brilliant ideas. He always seems to set the best
goals and outline how were going to achieve
them. It was his big picture skills that created
Daylights current success: often you over-hear
him explaining to someone how each department
fits into the business, how the business fits into the
industry, and how the industry fits into the
community.
Daylight video
(Background)
Bob is really bright and gives the best
motivational talks to Daylight employees, not to
mention to the public. Bobs only downside is
that he isnt skilled with the manufacturing
equipment, but no one really expects him to be.
Hes many years away from his beginnings as a
line manager. Honestly, Bob is the true face of
Daylight. People like and respect him because
he is a good, principled man.

Questions
1. According to their expressed management
skills, at which vertical management levels
would Homer, Elaine, and Bob each be best
placed? Why?
2. Where are Fayols Four Functions seen in
the case?
3. Using Mintzbergs 10 Management Roles,
list which ones are represented in the case,
by whom, and why.