240716_MGMT501 – Lecture 
 
MGMT501 - Managing and Organising: Week 1 Lecture Summary 

Overview of Weekly Learning Outcomes 

Understand the basic definition and responsibilities of management. 

Identify the challenges of being an exceptional manager. 

Learn about the functions, levels, roles, and skills required in management. 

Explore various management theories. 

Learning Objectives 

Define management and its responsibilities. 

Management involves achieving organizational goals efficiently and effectively by planning, organizing, leading, and controlling resources. 

Discuss the challenges faced by managers. 

Competitive advantage, diversity, globalization, information technology, ethical standards, sustainability, personal happiness, and managing uncertainties. 

Understand the functions and levels of management. 

Functions: Planning, organizing, leading, and controlling. 

Levels: Top-level, middle-level, and first-line managers. 

Explore the roles and skills required for managers. 

Roles: Interpersonal, informational, and decisional roles as per Mintzberg. 

Skills: Technical, conceptual, and human skills. 

Course Content 

What is Management? 

Defined as the pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling resources. 

Efficiency vs. Effectiveness 

Efficiency: Using resources wisely and cost-effectively. 

Effectiveness: Making the right decisions and successfully implementing them. 

Challenges to Being an Exceptional Manager 

Competitive Advantage: Staying ahead in the market. 

Diversity: Managing a diverse workforce. 

Globalization: Adapting to international trade and investment. 

Information Technology: Handling e-business and digital transformation. 

Ethical Standards: Ensuring ethical behavior and decision-making. 

Sustainability: Promoting sustainable practices. 

Personal Happiness: Balancing work and personal life. 

Four Functions of a Manager 

Planning: Setting goals and deciding how to achieve them. 

Organizing: Arranging tasks, people, and resources. 

Leading: Motivating and directing people. 

Controlling: Monitoring and making adjustments. 

Levels of Management 

Top-Level Managers: Strategic decisions. 

Middle-Level Managers: Implement policies. 

First-Line Managers: Daily operations. 

Roles of a Manager (Mintzberg) 

Interpersonal: Figurehead, leader, liaison. 

Informational: Monitor, disseminator, spokesperson. 

Decisional: Entrepreneur, disturbance handler, resource allocator, negotiator. 

Skills Required for Managers 

Technical Skills: Job-specific knowledge. 

Conceptual Skills: Analytical thinking and organizational visualization. 

Human Skills: Cooperation and teamwork. 

Good Manager Characteristics 

Assigns challenging work. 

Provides space and support. 

Offers feedback and recognition. 

Makes tough decisions when necessary. 

Rewards of Studying Management 

Better understanding of organizations, supervisors, co-workers, and self-management. 

Improved ability to handle uncertainties. 

Flashcards 

Management 

Definition: Pursuit of organizational goals efficiently and effectively through planning, organizing, leading, and controlling resources. 

Efficiency 

Definition: Using resources wisely and cost-effectively. 

Effectiveness 

Definition: Making the right decisions and successfully implementing them. 

Four Functions of a Manager 

Planning, organizing, leading, controlling. 

Levels of Management 

Top-level, middle-level, first-line. 

Mintzberg's Managerial Roles 

Interpersonal: Figurehead, leader, liaison. 

Informational: Monitor, disseminator, spokesperson. 

Decisional: Entrepreneur, disturbance handler, resource allocator, negotiator. 

Skills Required for Managers 

Technical, conceptual, human. 

Challenges to Being an Exceptional Manager 

Competitive advantage, diversity, globalization, information technology, ethical standards, sustainability, personal happiness. 

Real-Life Examples 

Efficiency vs. Effectiveness: A restaurant manager who ensures food is prepared quickly (efficiency) while maintaining high quality (effectiveness). 

Managing for Diversity: A tech company implementing inclusive hiring practices to reflect a diverse workforce. 

Globalization: A clothing brand outsourcing production to different countries to reduce costs and increase market reach. 

Conclusion 

Understanding the principles of management, including the roles, skills, and challenges, is crucial for becoming an effective manager. Engaging with these concepts through practical examples and continuous learning will enhance your management capabilities. 

References 

Kinicki, A., Scott-Ladd, B., Perry, M., & Williams, B. (2018). Management: A practical introduction (2nd ed.). Sydney, NSW: McGraw-Hill. 

Videos/Links to Watch 

Management Theories 

Roles of a Manager 



MGMT501 - Managing and Organising: Week 2 Lecture Summary

Overview of Weekly Learning Outcomes

Understand the difference between groups and teams.

Recognize the importance of diversity in the workplace.

Identify and manage conflicts within teams.

Learn about the stages of group and team development.

Explore key traits and characteristics of individuals important to organizations.

Learning Objectives

Differentiate between groups and teams.

Groups share norms, goals, and a common identity, but may focus on individual interests.

Teams are small groups with complementary skills, committed to a common purpose, holding themselves accountable.

Discuss the attributes of high-performance teams.

Collaboration, trust, cohesiveness, performance goals, mutual accountability, appropriate size, defined roles, established norms, and awareness of groupthink.

Understand the stages of group and team development.

Forming, storming, norming, performing, and adjourning stages.

Identify individual traits important to organizations.

Locus of control, self-efficacy, self-esteem, self-monitoring, and emotional intelligence.

Explore values and attitudes of individuals.

Values guide thinking and behavior; attitudes are learned approaches towards objects or situations, consisting of affective, cognitive, and behavioral components.

Recognize the importance of diversity and identify organizational barriers.

Barriers include stereotypes, fear of reverse discrimination, resistance to diversity programs, unsupportive social atmosphere, lack of support for family demands, and career-building steps.

Understand the dynamics of conflict.

Differentiate between dysfunctional and functional conflict.

Course Content

Groups vs. Teams

Groups: Formal and informal groups share norms, goals, and a common identity but focus on individual interests and goals.

Teams: Managed and self-managed teams have complementary skills, are committed to a common purpose, and hold themselves accountable for performance.

Attributes of High-Performance Teams

Building Effective Teams: Collaboration, trust, cohesiveness, performance goals and feedback, motivation through mutual accountability, appropriate size, defined roles, and norms, and awareness of groupthink.

Stages of Group and Team Development

Forming: Initial stage where the group gets to know each other.

Storming: Conflicts arise as members assert their roles.

Norming: Establishing norms and cohesion.

Performing: Working effectively towards goals.

Adjourning: Disbanding after achieving goals.

Traits and Characteristics of Individuals Important to Organizations

Locus of Control: Belief in controlling one’s fate.

Self-Efficacy: Belief in one’s ability to perform tasks.

Self-Esteem: Overall self-evaluation.

Self-Monitoring: Ability to observe and adapt behavior.

Emotional Intelligence: Ability to cope, empathize, and be self-motivated.

Values and Attitudes

Values: Abstract ideals guiding thinking and behavior.

Attitudes: Learned approaches consisting of affective (emotion), cognitive (thinking), and behavioral (actions) components.

Diversity

Diversity Wheel: Represents the variety of differences and similarities among people.

Barriers to Diversity: Stereotypes, fear of reverse discrimination, resistance to diversity programs, unsupportive social atmosphere, lack of support for family demands, and career-building steps.

Conflict in Teams

Conflict: Process where one party perceives opposition to their interests.

Dysfunctional Conflict: Hinders performance and relationships.

Functional Conflict: Benefits by bringing diverse perspectives and serving organizational interests.

Flashcards for Key Concepts

Group vs. Team

Group: Individuals sharing norms and goals.

Team: Small group with complementary skills committed to a common purpose.

High-Performance Team Attributes

Collaboration, trust, cohesiveness, performance goals, mutual accountability, appropriate size, roles, norms, groupthink awareness.

Stages of Group and Team Development

Forming, storming, norming, performing, adjourning.

Locus of Control

Belief in controlling one’s fate.

Self-Efficacy

Belief in one’s ability to perform tasks.

Self-Esteem

Overall self-evaluation.

Self-Monitoring

Ability to observe and adapt behavior.

Emotional Intelligence

Ability to cope, empathize, and be self-motivated.

Values

Abstract ideals guiding thinking and behavior.

Attitudes

Learned approaches consisting of affective, cognitive, and behavioral components.

Barriers to Diversity

Stereotypes, fear of reverse discrimination, resistance to diversity programs, unsupportive social atmosphere, lack of support for family demands, career-building steps.

Dysfunctional vs. Functional Conflict

Dysfunctional: Hinders performance and relationships.

Functional: Benefits by bringing diverse perspectives and serving organizational interests.

Real-Life Examples

Building a High-Performance Team: A tech startup that emphasizes collaboration, trust, and mutual accountability to innovate and achieve market success.

Managing Conflict: A project manager facilitating open discussions to address differing views and find common ground, turning potential conflicts into opportunities for improvement.

Preparation for Week 3

Focus on planning, decision-making, negotiation, and problem-solving conflict.

Participate in workshops and team conversations in preparation for Assessment 1.

References

Kinicki, A., Scott-Ladd, B., Perry, M., & Williams, B. (2018). Management: A Practical Introduction (2nd ed.). Sydney, NSW: McGraw-Hill.