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Introduction to management theory and organisational processes. The context of management in New Zealand. Introduction to the functional areas of management (organisational behaviour/human resource management, marketing, production management and strategy)
This course introduces students to management theory, organisational processes, and the functional areas of management, namely, organisational behaviour, human resource management, production management, and strategy. The course gives special attention to the shaping and leadership of organisations, and the context of management in New Zealand.
Management refers to the process of planning, organizing, leading, and controlling the use of economic and human resources to accomplish organizational performance goals. Organization describes a goal-oriented, boundary-maintaining, activity system.The ability of an organization to produce goods or services that customers want is a result of the decisions and behaviors of all its members: top managers who plan the organization’s strategy, middle managers who coordinate human resources, and supervisors and workers who are engaged in production activities. This survey course covers the range of issues that managers face in all of the four primary functional areas (planning, organizing, leading, and controlling) and at all levels of action (individual, group, organization, and organizational environment). These issues are discussed using relevant theoretical concepts that help to explain and predict human behavior in an organizational context.Because people can “make or break” an organization, it is important to understand the basic principles of human behavior. Such knowledge is useful when managers want to implement a new organizational strategy, improve the quality of decision-making, select and train employees, re-design jobs, or enhance teamwork. While practicing managers are not expected to be professional psychologists or sociologists, they need to know enough to manage from sound principles rather than from myths and guesswork.By the end of the semester, students will have a firm understanding of the diverse roles of a manager within an organization. They will learn about the science of management by discovering what researchers have found in relevant fields such as decision making, strategic management, and human resource management. Within the context of existing research knowledge, students will also learn how to use this information as they practice the art of management. Students will have the opportunity to practice management skills through applied discussion questions, assignments, and projects.This course will enable students to:- think strategically about the role and functions of organizational management- apply management concepts to analyze and deal with key organizational issues- describe how organizations choose their goals, and plan and control their activities- use models of motivation, leadership, groups, communication, and culture to understand the relationships between the members of an organization.
MGMT201
YOU MUST SIGN UP FOR ONE (1) TUTORIAL SECTION BY 9 MARCH AT THE VERY LATEST.NOTE: There are THREE separate lectures in this course, at the times specified above. There are no parallel streams (i.e. lectures are NOT repeated). In addition, students are required to attend ONE (one-hour) tutorial / discussion session each week. These will be held between 1:00 pm and 5:00 pm on Wednesday afternoon and most likely several tutorial sessions will be offered on Friday as well. Students will be allocated to a tutorial time at the first lecture.Lectures will take place in C1. A live video link will be provided for students seated in C3. The lectures will be also recorded for WebCT streaming.All initial enquiries should be made through the Acting Course Administrator, Abel Reyna-Rivera.
Udo Staber
Peter Cammock , Bob Hamilton and Alan Singer
Abel Reyna Rivera , Frendehl Warner and Gabrielle Bojilove
Email tutors.
The Department of Management may scale the marks for this course. Consult regulations concerning assessment.
Campling, John Trevor; Management ; 2nd Asia-Pacific ed; John Wiley & Sons, 2006 (The required textbook is available for purchase at the University Bookshop. The textbook is REQUIRED reading).
Jones, W. G; Management : the Aotearoa New Zealand context ; J. Wiley & Sons, 2006 (free supplement to Campling et al).
NOTE: The Campling et al. (2006) textbook is an updated and expanded version of the Schermerhorn textbook (1st ed.). The Schermerhorn text should be usedwith caution.The textbook is available for purchase at the University Bookshop.Additional materials, assignments, instructions, etc. are available in WebCT. Students are expected to obtain course information from WebCT, following the class schedule. Lectures and tutorials will follow closely the materials discussed in the textbook. The readings are to be completed by students according to the schedule shown below. This schedule is intended as a guideline for class and tutorial preparation. Any necessary changes will be announced in advance (see WebCT).
Prerequisites and Relationship to Other Courses:MGMT101 is an introductory course and is a pre-requisite for MGMT206 (Organisational Behaviour), MGMT207 (Principles of Human Resource Management), MGMT208 (Principles of Leadership) and MGMT209 (Organisation: Structure and Processes) papers. Any student may take MGMT101 unless they have previously passed similar courses, such as BSAD 201 or MGMT 201.Grading:The Department of Management may scale the marks for any course.Departmental Academic Policies If you want a hard copy of this document, please ask the course co-ordinator. The Department assumes that you have read this document. You should also read the “Information related to courses and assessment” on page 350 of the Enrolment Handbook 2007 (also in UC Calendar under “General Course and Examination Regulations”).
Domestic fee $625.00
International fee $2,550.00
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
For further information see Management, Marketing and Tourism .