BSB115 Lecture 2: Topic 2 - The Employment Relationship
Management – The employment relationship
- Maps – who works with who?
o‘like cogs in a machine’
- Levels of Managers
oTop Managers – guide the performance of the organisation as a whole, or one of its
major parts
oMiddle Managers – oversee the work of large departments or divisions
oProject Managers – coordinate complex projects with task deadlines and people
with many areas of expertise
oTeam leaders/supervisors – report to middle managers and directly supervise non-
managerial workers
- Types of Managers
oLine managers – directly contribute to the production of basic goods/services
oStaff managers – use specific technical expertise to advise and support line workers
oFunctional managers – responsible for one area of activity e.g. finance, marketing,
sales
oGeneral managers – responsible for complex organisational units that include many
areas
oAdministrators – work in public/not-for-profit organisations
- What is my organization going to look like?
oOrganizational structure
- Everything you do at work is with and through other people/departments
- Mutual dependence on each other (manager/boss and employee/manager)
- Key factors
oResults
oInformation
oSupport and Loyalty
oTrust and reciprocity (e.g. you scratch my back, I’ll scratch yours)
- Establish goals everyone can adhere to
oAllow for co-operation
oBetter performance
- Organizational structures don’t define how employees and employers should work together
– no set way
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Document Summary
Maps who works with who: like cogs in a machine". What is my organization going to look like: organizational structure. Everything you do at work is with and through other people/departments. Mutual dependence on each other (manager/boss and employee/manager) Key factors: results, information, support and loyalty, trust and reciprocity (e. g. you scratch my back, i"ll scratch yours) Establish goals everyone can adhere to: allow for co-operation, better performance. Organizational structures don"t define how employees and employers should work together. If you want to make people co-operate with each other, give them less". Diversity of thought allows people to approach problems from a different perspective. Pluralism and radicalism likely involve unions (also likely unions originated in these organisations) Making employees responsible for outcomes current problems in the workplace: ask employees what they"d like you to do, question employees, thank them for letting you know, acknowledge, reassure. Leave it with me": the sandwich technique.
