Organizational Management: Week 1 Overview

• Week 1 topic introduces organizational management

Acknowledgement of Country

• TAFE NSW acknowledges traditional custodians of the land where learning activities occur
• Respect is extended to Elders, past and present
• Future generations of Aboriginal people are recognised

Course Overview:

• The course involves 4 hours of class per week
• It runs for 12 weeks
• Week 13 is for Assessment 4, a group presentation
• Weeks 14 and 15 are allocated for final exams
• There will be weekly group presentations
• Class and group activities are included
• Attendance is important, and absences should be communicated in advance

Subject Learning Outcomes

• Describe the development of management
• Assess management's role in a 21st-century organization
• Identify and explain key management functions
• These functions include managing people, planning, leading, organizing, and controlling
• Evaluate the foundations of organizational structure and design
• Apply these foundations to contemporary organizations
• Examine the changing nature of management
• Evaluate contemporary management practices
• Develop awareness of ethics, social responsibility, and sustainability
• Apply these concepts to managing organizations and people

Recommended Resources

• The online textbook is "Management: Using Practice and Theory to Develop Skill" by David Boddy, 8th Edition

Assessments:

• Class presentations are worth 10% and take place weeks 2-11, assessing learning outcomes 1, 2, 3, and 4
• A quiz (20 questions) is worth 15% and occurs in week 4, assessing learning outcomes 1, 2, and 3
• A short report (1200 words) is due week 8, worth 35%, and assesses learning outcomes 1, 2, 3, and 4
• A business report and presentation is due week 12, worth 40%, and assesses all learning outcomes

Topic 1: Introduction to Organisational Management

• Define management
• Explain the role of managers
• Outline the essential characteristics of managers
• Examine Mintzberg's managerial roles
• Identify factors reshaping and redefining management

What is an Organisation?

• An organisation is a social arrangement for achieving goals that create value
• It is a structured group of individuals working together for common objectives
• Organisations have clear objectives, structured activities, and encourage teamwork
• There are particular rules and standards to aid achieve objectives
• Typically has a system of authority or leadership for decision making and resource allocation

Four Characteristics All Organizations Share:

• A distinct purpose
• A set of goals to work towards
• People make decisions and work together to achieve the team goals
• Goals are achieved by the people in the organisation
• Rules and policies guide behaviour
• Team leaders/supervisors
• Operational systems transform inputs into outputs
• Process and procedures

Examples of Organizations:

• Sports teams, cafes and schools
• Small family businesses, ASX-listed companies and non-profit organizations
• Hospitals and age care facilities, governments, and international agencies like the UN

Differences Between Managers and Non-Managerial Employees:

• Managers are responsible for their teams
• Managers provide support and guidance
• Managers encourage and motivate staff
• Managers organise and plan
• Managers resolve conflict and are responsible
• Non-managerial employees have no responsibilities over other employees

Levels of Management:

• Top-level includes CEOs, Presidents, Vice Presidents, and Board of Directors
• Top-level sets direction, vision, and long-term goals; they are focused on strategic planning
• Middle-level includes General, Regional, and Division Managers
• Middle-level acts as link between top-level management and lower-level employees
• Middle-level implements strategies and policies set by top-level management
• Middle-level focuses on objectives for their departments or divisions
• Front-Line includes supervisors or team leaders
• Front-Line manages and directs daily operations, overseeing non-managerial employees

How Managers Add Value:

• Transforming resources or input into something with value or output
• Look for improvements and innovation
• Actively motivating and encouraging teams
• Managers bring the best out of teams

Key Management Functions:

• Planning involves establishing goals and deciding what strategies help achieve this
• Identifying potential challenges and opportunities and looking at ways to address them
• Organising involves determining tasks and assigning them
• Focus is on arranging resources and activities, grouping tasks and allocating reporting lines
• Leading involves managing and motivating employees toward objectives
• Resolving conflicts, providing guidance, support, and direction and encouraging a workplace culture
• Considered the most important and challenging of management activities
• Controlling involves monitoring progress, identifying deviations, and initiating corrective actions
• Establishing goals, measuring performance and evaluation

Other components of organisational management

• Includes various management theories, frameworks and practices

Total Quality Management Principles and concepts

• A management philosophy and method for ongoing improvement
• It is achieved in products, services, and processes with employees
• TQM aims to understand and exceed customer expectations
• Gathering customer feedback to improve products and services
• Emphasises a culture of ongoing improvement
• Identifying areas for improvement, goal setting, and improving all aspects
• Encourages the involvement of employees so they own their work
• Emphasises importance of processes and streamlining procedures
• Relies on data for decisions
• Involves building relationships with suppliers for quality materials
• Requires solid leadership

Contingency Theories in Management

• Propose no one-size-fits-all approach to managing
• The appropriate style depends on the situation

Roles of Managers

• Decision-making involves making important decisions
• Analysing information and choosing a course of action, managers are decisive
• Interpersonal Skills mean managers must communicate with stakeholders
• Managers must resolve conflict and foster a positive work environment
• Problem-solving means managers must know how to identify issues
• Analysing causes, finding workable solutions

Manager Characteristics

• Strong Leadership - a clear vision to inspire and motivate employees
• Excellent Communication - expressing ideas and actively listening to the team
• Empathy and Emotional Intelligence - understanding and empathising
• Decision-Making Skills - decisive and capable of making data-driven decisions
• Problem-Solving Abilities - identifying root causes and implementing solutions
• Delegation Skills - effectively delegating tasks

Further Key Manager Characteristics

• Accountability, take responsibility
• Coaching and Development, Growth and development for people
• Resilience, Stay composed under pressure
• Integrity and Ethics, High ethical standards
• Team Building, importance of team work

Mintzberg's Managerial Roles

• Mintzberg proposed ten managerial roles with various activities and responsibilities
• In '73, concluded managers perform 10 interrelated roles after time observation
• These roles fall into three categories: interpersonal, informational, and decisional

Mintzberg’s Managerial Roles

• Interpersonal: includes figurehead, leader, and liaison
• Informational: covers monitor, disseminator, and spokesperson
• Decisional: comprises entrepreneur, disturbance handler, resource allocator, and negotiator
• They are not exclusive and managers switch between these roles

Factors Reshaping and Redefining Management

• Artificial intelligence, automation, data analytics, and cloud computing are driving change
• New approaches to efficiency, decision-making, and customer experience are needed
• Working remotely requires effective collaboration and productivity
• Emphasis on flexibility, quick decision-making, and adaptability
• Empowering workers to make decisions is important
• Guidance and support supersedes micromanaging teams
• Focus on work/life balance and employee wellbeing
• Changing customer expectations, prioritising strategies and needs
• Constant learning and skill development, and the ability to enable teams to be competitive
• A data-driven and analytical approach is needed for managerial roles
• Environmental and social responsibilities are becoming an important consideration
• Managers must be open to disruptive changes and encouraging innovation
• Must be in touch with global trends and work effectively