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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. The term organization describes a goal-oriented, boundary-maintaining, activity system. The effectiveness of an organization, whether private or public, is closely linked to the effectiveness of management.The ability of an organization to produce goods or services that customers want is a result of the decisions and behaviours of all its members. Membership includes 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 foundation 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 behaviour in an organizational context. Management is mostly about people. Because people can “make or break” an organization, it is important to understand the basic principles of human behaviour. 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.Effective managers have well-developed conceptual, analytical, and human skills. The objective of this course is to enhance these skills. Specifically, 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 a variety of behavioural models (of motivation, leadership, groups, etc.) to understand how members of an organization relate to each other.
MGMT201
NOTE: There are four separate lectures each week in this course. There are no parallel streams (i.e., lectures are not repeated). Several of the lectures will be replaced by tutorials (held in C1). The lectures will be video-recorded for WebCT streaming.All enquiries concerning course matters should be made, in the first instance, through the Course Administrator, Abel Rivera.Tutors will have scheduled office hours. Tutors may also be reached by email at this address.
Udo Staber
Abel Reyna Rivera
Dr Peter Cammock and Associate Professor Alan Singer
Gabrielle Bojilove and Frendehl Warner
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.
Jones, W. G; Management : the Aotearoa New Zealand context ; J. Wiley & Sons, 2006 (free supplement to Campling et al).
Additional materials, assignments, instructions etc. are available in WebCT.Because lectures will follow closely the materials discussed in the textbook, it is important that students complete the readings according to the class schedule. This schedule is intended as a guideline for class preparation and is subject to change. Any changes will be posted in WebCT. Hence, students should look up new information on WebCT regularly.Students are responsible for all materials discussed in lectures and tutorials. For regulations concerning absence from class, aegrotat considerations, plagiarism, etc. please consult this website.
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 successfully completed courses with similar content, such as BSAD 201 or MGMT 201.Grading:The Department of Management may scale the marks for this 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 .