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MGTA03 - Week 9 - March 12, 2013

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Management (MGT)
Chris Bovaird

MGTA03 – Week 9 – March 12, 2013 Review: Strategy - Strategy: Determining the organisation’s overall direction - Leadership: Communicating the direction, and getting people to perform, to achieve the organisation’s goal Chapter 7 - Managing - Leaders get people to perform - To achieve organisation’s goals Managing - Managing is not the arbitrary exercise of power o Not about flaunting status or power - Managing is about getting things done o Get everyone to buy it, go along Managing - To get things done, managers engage in 4 activities: o Management  Planning  Organising  Leading  Controlling Planning - Determining what needs to be done, and the best way to achieve it - Example o “Get up, get dressed, have your breakfast. Be ready to get in the car by 10 o’clock.” “We want to be at Grannie’s at 11.” Organising - Mobilizing the resources needed to complete the task (Be on Final Exam) - Example o “I’ve laid out your shirt. I’ve cleaned your shoes.” “I’ll go downstairs now and iron your shorts.” Leading - Guiding and motivating others to meet the organisation’s objectives o How: Teaching and demonstrating, leading by example - Example o “Shake hands with your Uncle like I did.” o “I don’t like peas either, but your Gran made them so I’m going to eat them. It’s polite.” Controlling (May be on Exam) - Setting standards (what you want to achieve) - Monitoring performance (what you actually achieve) - And if necessary, - Acting to improve or correct performance (bring in line with standards) - Example o “Wash your hands, before you come to lunch.” (Controlling – Set Standards) o “Did you wash your hands? Show me.” (Control – Measure Performance) o “Those hands aren’t very clean. Go back and do it again. This time... use soap!” (Control – Improve or correct) Managing = 4 Activities - Planning - Organising - Leading - Controlling The Purpose of Management - Get people to perform to achieve organisation’s goals Chapter 8 – Organising the Business Principal Points - Structure follows Purpose - Traditional Structure: Pyramid - Recent technologies change structure - Downsizing and Flat Organisations - Reasons for end of traditional “career” - Virtual Organisations Traditional Structures: Centralised - Centralised Organisations o Ex. Military  Discipline and obedience are critical - Decentralised Organisations o Ex. Universities  Creativity and independent thinking critical - Pyramid Shape o Few “bosses” o Lots of “worker” Delegation - Ass
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