Notesale: Turn your study into money

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Learning Outcomes – Introduction to Management Studies
• To be able to define the role of management



To be able to produce more than we put in
...
University = education + employment



Added value: more than was put in, extra in addition to the original resources



Organising people: the task of managers, being efficient

• To be able to distinguish between management processes and management
functions



Processes: Planning, resourcing, organising, decision-making, reporting, controlling,
budgeting



Functions: Marketing, operations, human resources, finance & accounting, IT

• To be able to evaluate the approaches and management styles used historically with
the approach and management style used today



Historical: industrial revolution, organisations grew larger, calculations, increased
wages and hence increased motivation



Scientific Management: Bolton & Watt’s calculations of efficiency, F
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Taylor seeing
humans as machines, Ford’s standardisation and simplicity leading to mass
production, Post-Fordism and mathematical models, also the Quantitative School of
Management and making assumptions of the future behaviour of customers



Systems Theory: organisation as a whole, not in individual parts, closed and open
systems, concepts of entropy (tendency for a system to run down unless
maintained), synergy (extra value produced by the interaction of two parts) and
subsystems (homogeneous parts of a system that depend on each other)
...

Teams: crew (eg
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Conformity (alignment), social loafing (letting someone else do the work), cohesiveness
(attraction), group shift (risk)
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Time and effort taken to build and maintain, diverts effort from tasks, social loafing
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Context – resources, leadership, trust, evaluation and rewards
2
...
Work design – autonomy, skill variety, task identity and significance
4
...


Learning Outcomes – Leading and Leadership


To be able to explain the types of l eaders and leadership styles

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Types: hereditary, transactional, servant, transformational (clear view of future, change view
of subs, raise subs’ self-esteem, attend to their development), charismatic (personality,
extraordinary, eg
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Lewin et al
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Post-Heroic Leadership: empowered employees, not “over-led and under-managed”
Source of authority: organisation, consent of followers, themselves, abilities



To be able to explain the relationship between leaders and the situations in
which they operate

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Ambiguous: directive (instructions)
Stressful: supportive (friendly)
Complex: participative (listen)
Creative: achievement-oriented (trust)
Enhancing leadership through situations: rewards for follower’s dependence and enhancing
the leader’s image by putting him/her in important projects etc
...

Toxic leaders! Leaders can make situations worse
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Outsourcing and work intensification
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Induction, training and management development to make them suitable for the job
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e
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HRM is about the bigger picture!



Compare and contrast four scientific methods of selection based on use and
validity

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Traditional (interview, CV, reference): high use, low validity
Work samples: quite low use, high validity
Mental ability tests: low/moderate use, high validity
Assessment centres: very low use, high validity



Describe and explain different ‘on the job’ and ‘off the jo b’ training methods

-

On the job: sit by Nellie, stand by Sid (observation), job rotation, special assignments,
mentor
Off the job: lectures, classes, role plays, discussion groups, online training



Describe how training differs from development

-

Training = learning specific knowledge, skills or procedures to meet existing challenges
Development = improvement of a more general capability for future situations

Learning objectives – Organisational Strategy and Structure
• To be able to define planning, an d explain the main stages of the planning process
-

Planning is a process specifying a future sequence of resources and actions needed to
achieve organisational goals in an efficient and effective way
...
Industry dominance), customers (brand, cost etc
...

6 key elements: Work specialisation (separate jobs), departmentalisation (the basis by which
jobs are divided), chain of command, span of control (the number of subordinates a
manager can efficiently and effectively direct), centralisation (decision-making),
formalisation (standardisation of jobs)

• To be able to identify different types of organisational structures, and explain what
forces affect their design
-

Simple structure = a low degree of departmentalisation, wide spans of control, centralisation
(one), little formalisation
The Bureaucracy = routines, specialisation, formalised rules and regulations,
departmentalisation, centralised authority, narrow spans of control, chain of command
The Matrix Structure = creates dual lines of authority and combines functional and product
departmentalisation
The Virtual Organisation = a small, core organisation that outsources major business
functions
The Boundaryless Organisation = seeks to eliminate the chain of command, have limitless
spans of control, and replace departments with empowered teams
Mechanistic model: a structure characterised by extensive departmentalisation, high
formalisation, a limited information network, and centralisation
...

Imitation strategy uses both mechanistic and organic models
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Tangible (physical layout, dress, symbols) and intangible (values, knowledge, myths and
stories) aspects
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• To be able to describe and evaluate the functio nal and dysfunctional aspects of
organisational culture
-

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Functional = culture as an asset: boundary-making, a sense of identity, generation of
commitment, enhances the stability of social systems, guides and shapes attitudes and
behaviours
Dysfunctional = culture as liability: barriers to change, diversity and acquisitions & mergers

• To be able to explain how organisational cultures are developed and sustained
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Cultures originate with the vision, values and ideologies of the founders
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Sustained through selection practices, actions of top management and socialisation
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• To be able to describe the characteristics of positive and ethical cultures, and
explain how organisations can create and sustain such cultures
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Ethical culture: high in risk tolerance, low to moderate in aggressiveness, focus on means as
well as outcomes
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Created by being visible role models, communication of ethical expectations, providing
ethical training, clear rewards & punishments, providing protective mechanisms
...


• To be able to demonstrate links between national and organisational cultures
-

Hofstede: dimensions of natural cultures
Uncertainty avoidance, individualism/collectivism, power distance, masculinity/femininity,
long-term/short-term orientation
...
For example, preference of individual
or team-work
...




Awareness of the stages of the process of communication

-

6 stages: decision, encoding, transmission via a channel, receiving, decoding, taking action
and sending feedback
...

Communication used to make tasks as clear as possible – efficiency
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2
...

4
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6
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Star-network)
Receiver’s feelings
Words
Channels, meanings, status differences, lacking coordination etc
...




Consequences of ineffective communication

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Information overload, ineffective decision-making, waste of time and resources etc
...

Devises the style and standards
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Provides advice, for maintaining and improving workforce
...

T&D: monitoring training needs, advice, offering the training and maintaining it
Advisory role in performance management and pay & compensation
...

In order for the organisation to achieve its strategy, it needs happy, effective employees
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HRM associated with a move from collectivist ER (unions) to individual-based negotiation
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Arranges realistic job previews, training session and clarifies ethics and values to make sure
that the contract is clearly communicated
...
Define what a Market is
- A group of individuals or organisations, or both, that need products or services within a given
category and that have the ability, willingness, and authority to purchase them
...
Define what marketing is
- A product or service’s conception, pricing, promotion and distribution in order to create exchanges
that satisfy customers, organisational objectives and the interest of other stakeholders
...
Trace the development of marketing as a way of doing business and consider t he
ways in which marketing is changing
- Simple trade era: sell surplus
- Production era: increase supply
- Sales era: beat competition
- Marketing department era: coordinate and control (customer needs)
- Relationship marketing: customer loyalty
4
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- The marketing mix: 5 Ps: products, price, packaging, promotion, and place
- Importance of societal forces: communication online, globalisation, privatisation, consumer
participation and resistance (e
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boycotts)
...
Gain an insight into the scope of tasks undertaken in marketing, and the range of
different organisational situations in which marketing is applied
- Marketing strategy is formed after reviewing: the marketing environment (size, competition,
barriers, and dynamism), the marketing mix (5 Ps) and marketing function (experience and
capabilities)
...

- Marketing research = information about a specific product of service
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Methods: existing internal data, consumer panels, focus groups
...
Usage: generation,
improvement and testing of the product, consumer targeting, sales forecasting, packaging
and advertising, display
...




Awareness of the process of Marketing Research

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3 different types: exploratory (preliminary data needed), descriptive, causal (experiment)



Understand the differences between basic and applied marketing research

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Basic: for no specific decision
Applied: conducted to address a specific marketing decision for a specific firm or
organisation



Understand the difference between product & brand

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Product = anything that is available for use or consumption in the market
Brand = involves dimension that differentiate it from other products in the market that
satisfy the same needs



Awareness of Brand identity

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A consistent promise
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A unique and consistent look, feel, tone and voice for all the communication
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

Understand the difference between Brand Awareness and Brand Insistence

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Brand Insistence basically means customer loyalty
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Brand Identity is only related to the organisation and the
product/service, and does not refer to the customers
...
g
...
g
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“Keeping things on track”
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‘Domination’
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Because organisations are social systems, which consist of self-interested participants that
are trying to balance personal well-being and organisational needs
...
Setting performance standards = targets/outcomes
2
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Comparing performance & standards
4
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Degree of formalisation
2
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Degree of centralisation
4
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Location: centralised or decentralised
2
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Function: e
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purchasing function, financial control
Kaplan & Norton: the Balanced Scorecard
 Starts with vision and strategy
 Customers: “to achieve our vision, how should we appear to our customers?”
 Financial: “to succeed financially, how should we appear to our shareholders?”
 Internal business processes: “to satisfy our customers and shareholders, what business
processes must we excel at?”
 Learning and growth: “to achieve our vision, how will we sustain our ability to change
and improve?”

• To be able to evaluate control systems
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Dangers of control processes:
 Elimination of serendipity (e
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penicillin) & Distortion of behaviour
 Cost of control systems larger than making actual errors
 Rigidity (inhibits organisational change) & Ethical issues (privacy and freedom)



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