Chapter1-2011 - Welcome to BUSI 1007 Principles of...

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Unformatted text preview: Welcome to BUSI 1007 Principles of Management School of Business The University of Hong Kong 1 Dr. Derek Man Rm 512 Meng Wah Complex 2859-1121 [email protected] 2 Course Assessment 20% Class Participation 20% Group Presentation(s) 30% Group Case Analysis 30% End of Term Test 3 Reading List 1. Ashkenas, R. (2007). Simplicity-minded management. Harvard Business Review, 85(12), 101-109. 2. Campbell, A., Whitehead, J. & Finkelstein, S. (2009). Why good leaders make bad decisions. Harvard Business Review, 87(2), 60-66. 3. Foote, N., Eisenstat, R. & Fredberg, T. (2011). The high ambition leader. Harvard Business Review, 89(9), 94-102. 4. Hackman, J.R. (2009). Why teams don't work. Harvard Business Review, 87(5), 98-105. 5. Immelt, J.R., Govindarajan, V. & Trimble, C. (2009). How GE is disrupting itself. Harvard Business Review, 87(10), 56-65. 6. Iyer, B. & Davenport, T.H. (2008). Reverse engineering Google's innovation machine. Harvard Business Review, 86(4), 58-68. 7. Matusitz, J. (2011). Disney's successful adaptation in Hong Kong: A glocalization perspective. Asia Pacific Journal of Management, 28(4), 667-681. 8. Parsons, G.D. & Pascale, R.T. (2007). Crisis at the summit. Harvard Business Review, 85(3), 80-89. 9. Porter, M.E. (2008) The five competitive forces that shape strategy. Harvard Business Review, 86(1), 78-93. 10.Rosenzweig P. (2010). Robert S. McNamara and the evolution of modern management. Harvard Business Review, 89(12), 87-93. 4 How to get your readings Download from HKU Library (Dragon -> Electronic Resources) or USD$4 per copy purchased from HBS and APJM 5 6 7 8 9 Things You Might Want to Know Don't sleep in front of me. You will be more comfortable doing it in your bed I expect you to read the textbook yourself. I do not cover everything in the book in class I jump around slides and skip some of them sometimes Set up rules for your own group. Every organization has rules and regulations Please help me get to know you better 10 What do managers do? 11 A Functional Perspective Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities Organizing - determining what tasks to be done, who to do them, how the tasks are to be grouped, who reports to whom, & where decisions are made Leading - directing and motivating all involved parties and dealing with employee behavior issues Controlling - monitoring activities to ensure that they are going as planned 12 What are we learning in Management? Planning Organizing Decision Making Strategic Management Organizational Culture Organizational Structure & Design Managing Teams Communication Motivating Employees Leadership Organizational Control Leading Controlling 13 A Classic Piece of Work Mintzberg, H. (1975). The manager's job: Folklore and fact. Harvard Business Review, 53(4), 49-61. 14 A Manager's Roles (Role Perspective) Interpersonal Informational Decisional 15 Interpersonal Role Figurehead Ceremonial duties greeting, touring etc. Actions relating to the responsibility for a work unit Activities with those outside the vertical line of command Leader Liaison 16 Informational Role Monitor "Scans" for or receives information Disseminator Passes some of his privileged information directly to subordinates Speaks for his or other work groups, to a superior or someone outside the organization 17 Spokesman Decisional Role Entrepreneur Seeks to improve his unit, align it to changing conditions in the environment Act to reduce pressure both from inside and outside Decides who gets what Disturbance Handler Resource Allocator Negotiator Negotiates based on resource allocation authority 18 A Skills Perspective Technical - knowledge of and proficiency in a certain specialized field Human - ability to work well with other people both individually and in a group Conceptual - ability to think and to conceptualize about abstract and complex situations see the organization as a whole understand the relationships among subunits visualize how the organization fits into its broader environment 19 Skills Needed at Different Management Levels 20 The More Contemporary Views Insights from Famous Leaders & Gurus Louis Gerstner "Who says elephants can't dance?" Rudolph Giuliani "Leadership" Jack Welch "Straight from the Gut" & "Winning" Jim Collins "From Good to Great" Stephen Covey "7 habits of highly effective people" & "The 8 th Habit" Buckingham & Coffman "First break all the rules: What the world's greatest managers do differently" Buckingham - "The one thing you need to know" Noel Tichy & Warren Bennis "Judgment How winning leaders make great calls" ... 21 Why should we study Management? 22 Why Study Management? Universality of Management management is needed in all types and sizes of organizations at all organizational levels in all work areas management functions must be performed in all organizations consequently, have vested interest in improving management 23 Why Study Management? (cont.) Rewards of Being a Manager create an environment that allows others to do their best work provide opportunities to think creatively help others find meaning and fulfillment meet and work with a variety of people 24 ...
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This note was uploaded on 02/05/2012 for the course FBE BUSI1007 taught by Professor Lin during the Spring '11 term at HKU.

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