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Transcript of Welcome to MGTO 120 Introduction to Management. © Emily & Jian, MGTO120 Summer 2006, HKUST 2...
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Welcome toWelcome to MGTOMGTO 120120
Introduction to Introduction to ManagementManagement
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Today’s AgendaToday’s Agenda
Introduction — who we are?Introduction — who we are? Introduction — this course Introduction — this course Syllabus Syllabus Course overviewCourse overview Chapter 1 — Basic conceptsChapter 1 — Basic concepts Tutorial — discussions and Tutorial — discussions and
exercisesexercises
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Instructor Instructor
Emily HuangEmily Huang Office: RM Office: RM
43834383 E-mail: E-mail:
[email protected]@ust.hk Office hours:Office hours:Tue. & Thu., by Tue. & Thu., by
appointment, appointment, via email.via email.
Jian LiangJian Liang Office: RM Office: RM
43834383 E-mail: E-mail:
[email protected]@ust.hk Office hours:Office hours:Tue. & Thu., by Tue. & Thu., by
appointment, appointment, via email.via email.
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Who are we?Who are we?
EmilyEmily 44thth-year ph.d. student, MGTO-year ph.d. student, MGTO Research interest: OB/HR Research interest: OB/HR
(particularly: Emotions in (particularly: Emotions in organization, employee self-organization, employee self-concept, leadership, HRM)concept, leadership, HRM)
Comes from: mainland ChinaComes from: mainland China
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Who are we?Who are we?
JianJian 44thth-year Ph.d. student, MGTO-year Ph.d. student, MGTO Research interest:Research interest: Social exchange theory, Social exchange theory, Leadership behaviorLeadership behavior Research methodology Research methodology Comes from: mainland ChinaComes from: mainland China
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Who are we?Who are we?
John, who are you?John, who are you?
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Who are you?Who are you?
Name?Name? Major?Major? Interest?Interest? WHY MGTO120?WHY MGTO120? Anything else you want to share Anything else you want to share
with us?with us?
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This course……This course……
Class Duration : Jun05 to Jul 07Class Duration : Jun05 to Jul 07 Add/Drop Deadline : Jun 08Add/Drop Deadline : Jun 08 Very intensive! (3 hours a day, 3 Very intensive! (3 hours a day, 3
classes a week, 5 weeks in total)classes a week, 5 weeks in total) Class: Lecture - break – TutorialClass: Lecture - break – Tutorial Multiple “learning vehicles”Multiple “learning vehicles”
((cases, videos, role playscases, videos, role plays, and , and other in-class exercises)other in-class exercises)
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This course……This course……
What is Management?What is Management? Why it is important?Why it is important? What is an Organization?What is an Organization? What do managers do?What do managers do? What Makes A Good Manager?What Makes A Good Manager? How does this relate to you? How does this relate to you? …………
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Syllabus……Syllabus……
learning objectiveslearning objectives -- after -- after this course, this course, you will be able to…you will be able to…
- Know the development of management ideas- Know the development of management ideas- Understand major management concepts and theories - Understand major management concepts and theories - Apply management concepts and theories in real-life - Apply management concepts and theories in real-life
situationssituations- Discuss individual factors in organizational success - Discuss individual factors in organizational success
(motivating, deciding) (motivating, deciding) - Discuss key group factors in success (communication, - Discuss key group factors in success (communication,
leadership, power) leadership, power) - Discuss organizational design, how to structure an - Discuss organizational design, how to structure an
organizationorganization- Discuss how to fit with the environment - Discuss how to fit with the environment - Discuss organizational culture and change- Discuss organizational culture and change- Discuss current management challenges- Discuss current management challenges
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Syllabus……Syllabus……
Course MaterialsCourse Materials - Textbook Textbook (required): (required): Stephen P. Robbins & Mary Coulter Stephen P. Robbins & Mary Coulter
(2005). (2005). ManagementManagement (8th Edition). (8th Edition). Prentice Hall with CDPrentice Hall with CD
- Other referencesOther references- Course notesCourse notes: : Access course website at Access course website at
http://teaching.ust.hk/~mgto120shttp://teaching.ust.hk/~mgto120s - Handouts in class:Handouts in class:
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Syllabus……Syllabus……
Rules & ExpectationsRules & Expectations - AttendanceAttendance !!- ParticipationParticipation !!- Academic integrity Academic integrity !!- Team work !Team work !- Feedback !Feedback !
----together we make this summer ----together we make this summer course interesting and fruitful!!!course interesting and fruitful!!!
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Syllabus……Syllabus……
Exams & GradesExams & Grades- AttendanceAttendance & & ParticipationParticipation 15% 15%- Group project 15% Group project 15% - Midterm exam 35%Midterm exam 35%- Final exam 35%Final exam 35%
------------------------------------------------------------------------------------------
Grade A B C D FGrade A B C D F
Max 22% 40% 32% 4% 2%Max 22% 40% 32% 4% 2%
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PRS & Index CardPRS & Index Card
check out a PRS device (check out a PRS device (from the AV from the AV counter, Rm 1030, lift 1)counter, Rm 1030, lift 1)
Index CardIndex Card- Name (put down your Chinese AND Name (put down your Chinese AND
English name if you have one)English name if you have one)- PHOTOPHOTO- Major / YearMajor / Year- Contact (Email and/or phone)Contact (Email and/or phone)- What You Hope to Learn from this classWhat You Hope to Learn from this class
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Questions? Questions? before we go to the chapters?before we go to the chapters?
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Course OverviewCourse Overview
- A Big Picture & Where We Are- A Big Picture & Where We Are
Management (Robbins & Coulter)Management (Robbins & Coulter)
Part 1Basic
Concepts(Ch1)
Part 2
Context(ch3-5)
Part 1
Retrospect(ch2)
Part 3
Planning(ch6-9)
Part 4
Organizing(Ch10-13)
Part 5
Leading (Ch 14-17)
Part 6
Controlling(Ch 18,19)
What we will cover today
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
Your understanding first!Your understanding first!
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
WHAT IS MANAGEMENTWHAT IS MANAGEMENT?? Process of coordinating work Process of coordinating work
activities so that they are activities so that they are completed completed efficientlyefficiently and and effectivelyeffectively with and through with and through other peopleother people
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
WHAT IS MANAGEMENTWHAT IS MANAGEMENT??
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
WHAT IS AN ORGANIZATIONWHAT IS AN ORGANIZATION?? An Organization DefinedAn Organization Defined
A deliberate arrangement of people to A deliberate arrangement of people to accomplish some specific purposeaccomplish some specific purpose
Common Characteristics of Common Characteristics of OrganizationsOrganizations Have a distinct purpose (goal)Have a distinct purpose (goal) Composed of peopleComposed of people Have a deliberate structureHave a deliberate structure
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
We are members of MANY We are members of MANY organizationsorganizations
Examples???Examples???
HKUST, Dance Society, Math Society, Spaghetti Club, Companies you are working for?…
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
UNIVERSALITY OF MANAGEMENTUNIVERSALITY OF MANAGEMENT
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WHO ARE MANAGERSWHO ARE MANAGERS Someone who works with and Someone who works with and
through other people by through other people by coordinating their work activities coordinating their work activities in order to accomplish in order to accomplish organizational goals.organizational goals.
Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
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Managerial LevelsManagerial Levels
Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
WHAT DO MANAGERS DO?WHAT DO MANAGERS DO?
Three categorization schemes:Three categorization schemes: Management FunctionsManagement Functions Management RolesManagement Roles Management SkillsManagement Skills
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
MANAGEMENT FUNCTIONSMANAGEMENT FUNCTIONS PPlanning: “doubling our market lanning: “doubling our market
share in five years...”share in five years...” OOrganizing: “who do what to rganizing: “who do what to
increase our market share”increase our market share” LLeading: “Good job!...when you eading: “Good job!...when you
complete, you’ll be promoted” complete, you’ll be promoted” CControlling: “...this part still does ontrolling: “...this part still does
not reach the standard” not reach the standard”
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
MANAGEMENT FUNCTIONSMANAGEMENT FUNCTIONS
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
MANAGEMENT ROLESMANAGEMENT ROLES IInterpersonal: nterpersonal: Roles that involve people Roles that involve people
(subordinates and persons outside the (subordinates and persons outside the organisation) and other duties that are organisation) and other duties that are ceremonial and symbolic-figurehead, ceremonial and symbolic-figurehead, leader, liaisonleader, liaison
IInformational: nformational: Roles that involve Roles that involve receiving, collecting and disseminating receiving, collecting and disseminating information-monitor, disseminator, information-monitor, disseminator, spokespersonspokesperson
DDecisional: ecisional: Roles that involve making Roles that involve making choices-entrepreneur, disturbance handler, choices-entrepreneur, disturbance handler, resource allocator, negotiatorresource allocator, negotiator
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
MANAGEMENT SKILLSMANAGEMENT SKILLS TTechnicalechnical: : Knowledge and Knowledge and
proficiency in a specific fieldproficiency in a specific field HHumanuman: : The ability to work well The ability to work well
with other peoplewith other people CConceptuonceptual: al: The ability to think The ability to think
and conceptualize about and conceptualize about abstract and complex situations abstract and complex situations concerning the organizationconcerning the organization
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Ch.1 Introduction to Management Ch.1 Introduction to Management and Organizationsand Organizations
MANAGEMENT SKILLSMANAGEMENT SKILLS
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What Makes a Good/Not-so-good Manager?What Makes a Good/Not-so-good Manager?Management SkillsManagement Skills
Technical Technical Professional, Professional, Goodwill, willing to Goodwill, willing to
share his knowledgeshare his knowledgeHuman Human
Good coordinatorGood coordinator Gain People’s supportGain People’s support CharmingCharming FriendlyFriendly NiceNice
Conceptual Conceptual Ability to thinkAbility to think LogicalLogical Fast moverFast mover Chance/ Risk TakerChance/ Risk Taker
Lack of KnowledgeLack of Knowledge Not OrganizedNot Organized Difficult to find, always Difficult to find, always
not in the officenot in the office Talking but not workingTalking but not working Highly paidHighly paid Not presentableNot presentable CarelessCareless Not communicate with Not communicate with
Team membersTeam members Not care about group Not care about group
membersmembers
Good Manager Not-so-good Manager
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Good/Not-so-good Manager?Good/Not-so-good Manager?
Examples?Examples?
Video, exercises, and discussionsVideo, exercises, and discussions
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Homework Homework (remember, this course is (remember, this course is to HELP you to think critically, but it is to HELP you to think critically, but it is
YOU who THINK):YOU who THINK): Try to view some real-life situations from Try to view some real-life situations from
the management perspectives – what are the management perspectives – what are the relevant management issues /problems the relevant management issues /problems involved in this situation? Who is playing involved in this situation? Who is playing the manager’s role? How is he/she the manager’s role? How is he/she perform? What would be your perform? What would be your suggestions/solutions?suggestions/solutions?
How to summarize these issues using How to summarize these issues using POLC, IID, CHT, or other approaches?POLC, IID, CHT, or other approaches?
Try to compare, contrast, and connect the Try to compare, contrast, and connect the three approaches to what managers do – three approaches to what managers do – POLC, IID, CHTPOLC, IID, CHT
Think about examples of “traditional” and Think about examples of “traditional” and “new” organizations – what are the different “new” organizations – what are the different characteristics, and why is it?characteristics, and why is it?
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Next class...Next class...
Chapter 2 talks about where Chapter 2 talks about where our management ideas came our management ideas came from: from: Management Yesterday Management Yesterday and Todayand Today
Will begin class at Will begin class at 2:00pm 2:00pm Wed.Wed., probably with a PRS , probably with a PRS question from Chapter 2question from Chapter 2