MGMT1001 Full Course Summary

30 Pages • Complete Study Notes • Year: Pre-2021

Lecture 1 3 Levels of Focus Organizations - What is an organization? - Management roles - Structures and changing organizations - Leadership - Strategy and managing human resources The relationship between organizations and society - Global dimensions of business - Sustainability and business ethics Individuals in organizations - Attitudes, perception - Decision making - Communication - Understanding groups and teams What is an organization? - When people work together to achieve a desired goal - Organizations house patterns of activity Characteristics of organisations 1. Size (S, M, L) 2. Industry 3. Ownership (sole trader, company, membership, NFP, Listed corporation) 4. Owner domicile (local business, Australian, Multi- national) 5. Location (city, suburban business park, regional) 6. Physical environment (open plan, personal office) 7. Remuneration and benefits (yearly bonus, share options, employee discount, other benefits) The context of Organisations and Management today - Technological change à new products, new ways of doing - International division of labour - Changing conception of time and space - Changing demographics Lecture 2: Foundations of Management Theory Guiding Questions 1. What is management? 2. Understanding the past provides insight to the future 3. Management is often confused with leadership or used interchangeably (but it shouldn't be)   Levels of Management Top Managers Middle Managers ‘First line’ Managers The Scientific- Technical Revolution and its effects on organisations and management Rise of factory system of production - Growth in number of employees - Increasing use of technology in production - Rise of ‘corporations’ meaning owners did not necessarily work in the organization Key features/developments - Specialisation of labour and the ‘production line’ - Systematic study of work tasks to create rules or ‘one best way’ of performing each task - Focus on both job design and organizational structures and administration Scientific approaches to management – Job Design Frederick W. Taylor (1856-1915) Four principles of ‘Scientific Management’ 1. Develop a science for each element of the job to replace the old ‘rule of thumb’ method 2. Managers should scientifically select and then train, teach and develop workers 3. 4. Managers should actively cooperate with the workers to ensure all work is being done in accordance to principles of the science developed An almost equal division of the work and responsibility should be between management and workers

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