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MGM101H5 (300)
Lecture 2

Lecture 2.docx


Department
Management
Course Code
MGM101H5
Professor
Dave Swanston
Lecture
2

Page:
of 2
September 20, 2013
Lecture 2
Article 1: Tim Hortons
- Strategic positioning
- What as a manager should be the first priority?
Focusing on menu
Focus on all stars, get rid of the dogs
Atmosphere
Prioritizing the operations- setting an example of leadership
Encourage innovation
Reflect the culture and personality of the company
Get to know what the competitors are doing
- Role of a CEO
Guide the company to achieve the goals of shareholders
Position the company in such a way to satisfy the needs of shareholders
Article 2: Wagemark
- Companies can certify as Wagemark approved if the highest person in the firm
makes 8 times the amount of what the lowest person makes
- It may not work in a large company
- As managers, it is their goal and concern to maximizing growth, market share,
profits at any cost. However, the cost is too high- it should be done in a
responsible manner
- E.g. costs include child labor, outsourcing, under pay- not a balanced approach
- Need to keep in mind the role of organization and equitability
Introduction to Management Functions
- Front line manager: over see the book keeper
- Functional: oversees the accounting/ finance department.
- General: over see the vice managers in all departments. And functions
- Being great at something does not lead to a good manager
- Managerial Skills:
Conceptual skills: Planning/ organizing skills
Technical skills: specialty, understand the workers in the front line
Human skills: communication and interpersonal skill
- Managers have to make sure that all the stakeholders are at a balance
-Classical approaches to management: (Assumption people are social and self-
actualizing)
Scientific management
Administrative principles
Bureaucratic organization
- Behavioral Management approaches:
Hawthorne studies:
If we change conditions of work environment, it will improve
productivity.
Employee engagement increases productivity
Maslow’s theory of human needs:
People want to work; they just need to be supported.
Cant find an optimal way to organize business
All people have self actualizing personal objectives they need to
achieve which need to be helped by the managers to improve the
company’s productivity
Physiological needs  safety needs  social needs  esteem needs 
self-actualization needs
Mcgregor’s theory X and Theory Y
Argyriss theory of adult personality
- The best management approach is contingent on the situation- sometimes
strict/generous, defer to experts/ become the experts
- Managers have to have a diverse set of perspectives and varied range of skills to
pull them out in time of need to make better decisions
- Managers have to have a commitment to learning because organizations are
constantly innovating, evolving, and growing.
- Understand the context and act based on situation to situation
- Leaders have to be able to motivate their team and make them work towards a
common goal
- Managers should have an ethical priority and balancing of the needs
- Foundations For Continuing Developments in Managements
oQuantitative analysis and tools
oSystems view of organizations
oContingency thinking
oCommitment to quality
oLearning organizations
oEvidence based management
-21st Century Manager managers have to excel as never before to meet
expectations held of them and of the organization they lead
oGlobal strategist : understanding interconnections among nations, culture,
economies
oMaster of technology comfortable w/ info tech
oInspiring leader  attracting and motivating workers to achieve high
performance culture
oModel of ethical behavior  acting ethically in all ways