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Kia Ora Welcome to Unitec – BSNS 5390 Managing in Organisations
• Welcome to all.• Welcome especially to our
International Students.• Introduction
• Who am I? Ngaire Molyneux / Ken Newlands
[email protected] [email protected]
• 815 4321 x 7065• Building 54 Oakridge
House
• Lecturer Contact at end of each class and email for an appointment
• Office Hours 10.00am – 3.00pm Monday to Thursday but teaching 4 courses. Don’t be surprised or disappointed if you “drop in” and cannot be attended to...
DoMM Student Support
• Tertiary study is not a solo activity.
• Successful students use the help available.
• Lecturer and class members
Study Toolbox http:.//libguides.ac.nz/studytoolbox
Pacific Students Malama Saifoloi [email protected]
Maori Students- Ngaire Molyneux [email protected] BBus student handbook and USU diary for additional helping services
Unitec Student Support
Te Puna Ako (Learning Support)Bldg 110 room 1040/ 815 4321 x8611 / [email protected]
Pacific Centre for Learning, Teaching & Research (Pasifika)Bldg 180 Room 1085 815 4321 x 7349/
Maia Maori Development CentreBldg 28 / 8154321 x8695 /[email protected]
Student Issues Advocate Ed Collective formerly USU Offices Bldg 180 and 111 815 4321 x7386 / [email protected]
Welcome to Unitec – BSNS 5390• Course Assessments• Text books / Other readings• Class Room protocol• Late arrivals – Please do not
be late – it is a courtesy to other students and your lecturers
• Mobiles must be turned to silent – and may not be used in class except where specifically directed by the lecturer.
• Laptops, IPads, etc– Welcome to use them
for class relevant purposes only.
– Please do not get caught using them for:
– Trademe– Facebook– Emails– Trading shares… etc
Moodle site• Moodle contains everything you will need apart for
text book and other references.• I will normally teach from Moodle site• If you can’t access by next week email me for a copy of
PowerPoint's• On Unitec home page• http://moodle.unitec.ac.nz/• Sign in and look for your course BSNS5390• Participant information – please add photo and
update
Before we start• Introduce yourself to a couple of the people
around you- Who are they? where from…/ • What programme are you doing eg BBus?• Is this their first semester at Unitec?• Do they live nearby?• What part of an assignment do they think they
like best/ researching, writing, editing, proofing? Checking against marking guide to maximise marks, technical things like adding graphics? PTO
: The Essentials
Question?• Practising managers/ supervisors• What is a typical day or shift like
• Alternatively: What do you think a manager/ supervisor does in a typical day?
Text • Management in New Zealand with Student
Resource Access 12 Months , 1st Edition
• Samson/Catley /Cathro/Daft • ISBN10: 0-17-021006-5, ISBN13: 978-0-17-
021006-5 • © 2012 | In Stock• - See more at: https://
www.cengagebrain.co.nz/shop/en/NZ/storefront/newzealand?cmd=CLHeaderSearch&fieldValue=9780170210065#sthash.CeJA0h43.dpuf
Text some more• Unitec bookshop – Leave name and order?• http://www.textbooks.co.nz/ note slow to
open but claims to offer books for rent• Amazon Books http://www.amazon.com/• Trademe www.trademe.co.nz/books• Search eg www.secondhandbooks4u.co.nz/
Changing world of management: Lecture overview
• Why innovation matters• Current challenges for managers• Managers who make a difference• The definition of management• The four management functions• Organisational performance• Management skills• When skills fail• Management types
Lecture overview• What is it like to be a manager?• Managing in small businesses and not-for-
profit organisations• Management and the new workplace• Turbulent times: managing crisis and
unexpected events• New Zealand managers: improving
management capability• Sustainable development: now a core issue
for managers
Introductory Video on Moodle siteAlso available on Moodle for later review
• Ferguson Plarre: Introductory Video
Do they innovate? Why innovation matters
• For sustainable development– To keep a competitive edge– Innovation in products, services, management
systems, production processes. Corporate values and other aspects
• Without innovation a company will NOT survive
• What new innovations have you noticed recently?
Molectular imprinted polymers• Filter or sense contaminants or valuables from
liquids, gases, solids• Wine Industry in Australia – wine badly
affected by smoke from bush fires• Invention from Waikato Institute called
WINTEC.
Current challenges for managers?Read the Newspaper !!!
• Challenges for government– Local and National Levels – Managerial and policy challenges
• Challenges for business– Local and global– Large and small firms
• Challenges for individual employees– Skills; job insecurity; careers
Managers who make a difference• The management revolution
– Guide through turbulence.– Expect the unexpected.– Embrace change.– Create vision and cultural values.– Foster a collaborative workplace.
The definition of management‘Management is the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources’ (Samson, Catley, Cathro and Daft, 2012, p.10).Intext referencing important! Study toolboxTe Puno Ako seminars – see booklet or website
Management functions
The four management functions
• Planning• Organising• Leading • Controlling
• Explain each, how are they different?
• Planning– Defining goals for future organisational
performance and deciding on the tasks and use of resources needed to attain them.
• Organising– Assigning tasks, grouping of tasks into
departments and allocating resources to departments.
The four management functions
• Leading – Involves the use of influence to motivate
employees to achieve the organisation’s goal.
• Controlling– Monitoring employees’ activities, keeping the
organisation on track towards its goals, and making corrections as needed.
The four management functions
Organisational performance• The organisation’s ability to attain its goals
by using resources in an efficient and effective manner:– Effectiveness
• The degree to which the organisation achieves a stated goal.
– Efficiency• The use of minimal resources, raw materials, money
and people, to produce a desired volume of output.• So can managers be both?
Management skills• Conceptual skills
– Cognitive ability to see the organisation as a whole and the relationship among its parts.
• Human skills– Ability to work with and through other people
and to work effectively as a group member.• Technical skills
– The understanding of and proficiency in the performance of specific tasks.
Management skills• The relationship between conceptual, human
and technical skills to management level
When skills fail• Managers often make mistakes due to a
variety of reasons:– Demands of the rapidly changing environment.– Other factors: poor communication, failing to
listen, using employees, suppression of dissenting viewpoints, lack of team building in trust and respect.
• Vertical differences– Top managers– Middle managers– Project managers– First-line managers
• Horizontal differences– Functional managers– General managers
Management types
Management types
What is it like to be a manager?• Making the leap: becoming a new manager.• Manager activities: adventures in multitasking.• Manager roles.
What is it like to be a manager?• Making the leap: becoming a new manager
– The manager identity
What is it like to be a manager?• Manager activities: Adventures in multitasking
– Variety– Fragmentation– Brevity – A Life on speed dial
What is it like to be a manager?• Manager roles
– Informational• Monitor, disseminator, spokesperson
– Interpersonal• Figurehead, leader, liaison
– Decisional• Entrepreneur, disturbance handler, resource
allocator, negotiator
Which role(s) suits you best now?
Managing in small businesses and not-for-profit organisations
• Small business manager– Spokesperson– Entrepreneur
• Not-for-profit manager– Figurehead– Leader– Resource allocator
Management and the new workplace
Management and the new workplace• Forces on organisations
– Globalisation, technology, diversity and rapid change.
• The innovative response– New technologies and innovative management
practices.• New management competencies
– Customers and employees (over profits), leadership, team-building , relationships and creation of a learning organisation.
Turbulent times: managing crises and unexpected events
Managing crisis and unexpected events• Stay calm.• Be visible.• Put people before business.• Tell the truth.• Know when to get back to business.
New Zealand managers: improving management capability
Manager Strengths[as perceived by NZ managers
(Half, 2011)]• Hardworking• Innovative• Lead by example• Show interest in their staff
problems• Internationally competitive
Manager Weaknesses[results of NZ surveys (Battisti et al.,
2010)]• Limited training ‘learning by
doing it’ instead learning by trial and error
• Innovation limited to one type i.e. management development
• Lacked managerial capability• Restricted formal training for
small business managers due to time and money
Sustainable development: now a core issue for managers
• Making balanced and equitable decisions so that: – Financial– environmental and – social outcomes
are achieved in both the short and longer terms
• This is the ‘triple bottom line’ of organisations
Things to do• Signed the attendance roll?• Yet to arrive? Email [email protected] • Obtain text Samson, Catley, Cathro, and Daft
(2012) Management in New Zealand. Sth Melbourne: Cengage Learning First Edition
• Can access at Library Lending desk up to 2 hours• http://moodle.unitec.ac.nz/ BSNS5390, add
photo and update – email me if you can’t access• Obtain Student ID card asap
Next week• Catch up on Ch 1 and read ahead Ch 2 • Ch 2 History, management functions and roles• CourseMate: Test your understanding, use
flashcards to revise, check out the audio summary for the “on the go” review
• Questions for next week assignment 3 NEXT
Assignment three: Please bring your answers on one page
1. Read the ethical challenge on page 74 of text and prepare two questions to ask the class.
2. Explain the four management functions and how they are interconnected.
OR• Summarise one relevant business news
story (approximately 100 words). Attach a copy of the article.
