Case Study: Resume Basic In Management

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resume basic in management as per Robbins, S., Coulter, M., Langton N. (2009) Management. 9th ed. pearson canada inc. toronto, on
Week 1
Managerial concerns
Efficiency (mean): doing the right thing
Low resource waste (high efficiency)
Effectiveness (ends): doing thing right
High goal attainment (high effectiveness)
Managerial function (to achieve organisation’s stated purpose) affected by culture
Performing duties to efficiently and effectively coordinate the work of others
Planning: degree of risk, plan developed by individual or team, degree of environmental scanning that management will engage
Organizing: who much autonomy into employees jobs, task perform by individual or in team, degree that different managers interact with each other
Leading: degree of concerns with employees job satisfaction, what leadership style is appropriate, if disagreement even constructive ones should be eliminated
Controlling: impose external control or allow employees to control their own actions, criteria in employee’s performance evaluation, repercussion from exceeding budget
Management role
Interpersonal roles
Informational roles
Decisional roles
Management skills
Technical
Human
Conceptual
Challenge to managing
Ethics
Workforce diversity
Globalisation (international organisation)
Costumers (create a customer-responsive culture: hire right employee, few rigid rules, empower employee, encourage listening skills, clarity of roles, have conscientious employee
Innovations: nothing is more risky than not innovating
Knowledge management :cultivation of a learning culture, encourage knowledge charing

Type of e-business
E-business-enhanced organisation (units within traditional organization)
E-business-enabled organisation (tools and app. Used within traditional organization)
Total e-business organisation (organisation’s entire work processes revolve around e-business model)

Week 2
Manager how much control? Probably between omnipotent and symbolic views
The omnipotent view: directly responsible for success or failure
The symbolic view: limited effect on outcomes because of a large number of factors outside their control
The organisational culture: The way we do things around here.
Attention to details: employees are expected to exhibit precision, analysis and attention to details
Outcome orientation: manager focus on result or outcomes rather than how these outcome are acheived
People orientation: take into account the effect on people
Team orientation: work is organise around team rather than individual
Aggressiveness: employees are aggressive and competitive rather than cooperative
Stability: maintaining the status quo
Innovation and rick taking: employees are encourage to be innovative and take risk
Factor affecting strength of culture
Size of organisation
Age of the organisation
Rate of employer turnover
Strength of original culture
Clarity of cultural values and beliefs
Strong culture (make it easier for managers to achieve organisation goals)
Create stronger employee commitment to the organisation
Aids in recruitment
High organisation performance by promoting employee initiative
Employees learn culture by
Stories
Rituals
Material symbols
Language
Managers can create ethical, innovative and customer-responsive culture
Ethical culture
High risk tolerance
Low to moderate aggressiveness
Focus on mean as well as outcomes
Tips: be a visible role model, communicate ethical expectation, provide ethic training, visibly reward ethical and punish unethical acts, provide confidentiality
Creating Innovative culture
Challenge and involvement
Freedom
Trust and openness
Idea time
Playfulness/humor
Conflict resolution
Debates
Risk taking
Environment
External: forces or institutions that can affect organisation’s performance
Public pressure, suppliers, competitor, customers Specific: external forces that have a direct and immediate impact General: economics, socio-cultural,
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