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MGF1010: Introduction to Management
Week 12:
REVISION

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UNIT RESOURCES
MOODLE: Lecture slides, Prescribed readings
Slideshare: Tutorial Slides
Textbook

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EXAM STRUCTURE
• 2 HOURS + 10 MINUTES READING TIME
• 2 PARTS
– PART A: Short Answers (Any 8 out of 12)
(7.5 marks x 8 = 60 marks)
– PART B: Essay Answer (Any 2 out of 3)
(20 marks x 2 = 40 marks)

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Part One: Short Answer Questions
(Answer eight (8) questions)
• Questions 1 & 2: Introduction to Managers, Management and
Organisations (Week 2)
• Questions 3 & 4: Functions of Management (P): Planning and
Decision Making (Week 5)
• Questions 5 & 6: Functions of Management (O): Organising
(Week 6)
• Questions 7 & 8: Functions of Management (C): Controlling
(Week 9)
• Questions 9 & 10: POLC in a Changing Environment (Week 10)
• Questions 11 & 12: Challenges of Managing in a Modern World:
Diversity (Week 11)

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Part Two: Essay Questions
• Question 1: Evolution of Management
Thought I & II (Weeks 3 & 4)
• Question 2: Functions of Management
(L): Leading (Week 7)
• Question 3: Motivating Employees (Week
8)

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Short Answer
Q. List and briefly explain the four
functions of management.
Up to 2 marks for listing the four functions (i.e. 0.5
marks per function).
Up to 5 marks for briefly explaining the functions
(i.e. 1.25 marks per function).
Finally, the remaining 0.5 marks to be awarded
based on the ‘overall quality’ of the answer.

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Essay Question
• In a globalised world, the approach to managing people and
organisations outlined by contingency theory is more useful
than the one postulated by scientific management. Critically
discuss this statement through the use of real-life examples.
• Up to 3 marks for explaining the impact of globalisation on
managing people.
• Up to 12 marks for explaining why the contingency approach is
better/worse than scientific management as an approach to
managing people in a globalised world. (i.e. 6 marks per theory).
Up to 3 marks for using real-life examples in the above
explanation.
• Finally, the remaining 2 marks to be awarded based on the
‘overall quality’ of the essay.

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Introduction to Managers, Management
and Organisations
• What is an Organization
> distinct purpose
> Are composed of people; and
> Have a deliberate structure
• What is Management
> Management involves coordinating and overseeing the work
activities of others so that their activities are completed
efficiently and effectively.
• What do Managers do?
Functions(Fayol) Roles(Mintzberg
)
Skills(Taylor)
POLC Interpersonal,
Informational and
Decisional
Technical,
Conceptual and
Human

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New Challenges for Managers
• Changing technology
– Virtual workplaces, empowered employees
• Increased threats to security
– Work-life balance, discrimination concerns
• Increased emphasis on ethics
– Increased accountability, corporate governance
• Increased competitiveness
– Customer service, innovation
• Increased environmental concerns
– Recycling, sustainability, carbon emissions

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Management theories: CLASSICAL
• Scientific Management
(Taylor’s 4 principles)
– Develop a science for each
element of work
– Select, train, teach, and
develop workers
– Cooperation between workers
and management on proper
task completion
– Equal division of responsibility
between workers and
management
– McDonaldization
• General Administrative
Theory
• A style of management with a focus
on managing the total organisation
– What managers do
– What constitutes good management
practice
• Henri Fayol
– Functions and principles of
management
• Max Weber
– Theory of bureaucracy
Emphasis is placed on rationality and efficiency.

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• Organizational Behaviour
Approach
• Mintzberg: management is about
influencing action, often of ‘others’.
• The study of management which
focuses on actions (i.e. behaviour ) of
people at work is called OB
• Hawthorne Studies
– Shifted the attention of managers and
researchers away from the work itself
(i.e. rationality and efficiency) towards
the social setting of workers and their
individual attitude.
– Human relations movement
– Behavioural science theorists
– Motivation
– Leadership
– Group behaviour and development
• Contingency/ Situational
Approach
• There is no one universally applicable set of
management principles (rules) by which to
manage organisations.
• Organisations are individually different, face
different situations (contingency
• variables), and require different ways of
managing.
• Contingency Variables
– Organisation size
– Routineness of task technology
– Environmental uncertainty
– Individual differences

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Current trends
TRENDS
• Globalisation
• Ethics
• Sustainability
• Workplace diversity
• Learning organization and
Knowledge Management
• Quality Management
• IT-eBusiness
• Entrepreneurship
SOLUTIONS
• Taylor – One best Way
• Fayol – Standardised
functions and principles
• Weber – ‘ideal’ organisation
that is bureaucratic
• Mayo – focus on the employee
performing the job, not the
task itself.
• Contingency – It all depends

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Planning and Decision Making
Planning is:
• Defining the organisation’s objectives and goals
• Establishing an overall strategy for achieving those goals
• Developing plans to integrate and coordinate activities
Decision making Is the process of choosing between two or more
alternatives
• Decisions are made about:
– Planning (e.g. what objectives to set)
– Organising (e.g. allocation of resources)
– Leading (e.g. how to motivate individuals)
– Controlling (e.g. how to measure performance)

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Steps in DM
• 1) Identification of a problem
• 2) Identification of decision criteria
• 3) Allocation of weights to criteria
• 4) Development of alternatives
• 5) Analysis of alternatives
• 6) Selection of alternatives
• 7) Implementation of alternatives
• 8) Evaluation of decision effectiveness
Managers rely on rationality, bounded rationality and
intuition when making decisions.

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Organising
• Arranging and structuring work to accomplish the
organisation’s goals
• The process of creating an organisation’s structure, which is
the formal arrangement of jobs within an organisation
• When managers develop or change an organisation’s structure
they are engaged in organisational design
• Elements of Organizational Design
– Work specialisation
– Departmentalisation
– Chain of Command
– Span of Control
– Centralisation/de-centralisation
– Formalisation

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TYPES OF OD
• Traditional
1. Simple: Low
departmentalisation, wide
spans of control, authority
centralised in one person and
little formalisation
2. Functional: Groups similar or
related occupational
specialities together (i.e. Sales,
Production, Finance etc.)
3. Divisional: Separate units or
divisions (i.e. Commercial
• vehicles, Heavy-duty vehicles
etc.)
• Contemporary
1. Team: Organisation is made up
of work groups or teams that
perform the organisation’s
work.
Google, Amazon, Motorola, Xerox
2. Matrix/project: Assigns
specialists from different
functional departments to work
on one or more projects being
led by a project manager, Dual
chain of command
Skanska

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Leading
A leader is:
someone who can influence others who may or may not possess
managerial authority
Leadership is:
the process of influencing a group to achieve goals
Trait theories
Behavioural theories
Contingency theories of leadership
Contemporary views on leadership

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Motivation
• Process by which a person’s efforts are energised, directed and
sustained towards attaining a goal
• Content Theories of motivation
– Two-factor theory (Herzberg)
– Three-Needs theory (McClelland)
• Process Theories of motivation
– Equity Theory
– Expectancy Theory

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Controlling
The process of monitoring, comparing and correcting work
performance.
The control process:
1. Measuring
2. Comparing
3. Taking managerial action

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Organizations and their environments
Technological
Global
Organization
Suppliers
Competitors
Customers
Pressure
groups

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Workplace diversity
• Social dilemmas of workforce diversity
• Three main types
– Individual participation
– Managerial participation
– Organisational participation
• Solutions
– Management problem
– Public Policy Problem

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LETS PRACTICE
• Get into groups of 3
• Question: List and briefly explain four key elements of
organisational design.
• Write in BIG LETTERS.
• 10 MINUTES

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THE END
GOOD LUCK