Literature Review Assignment
ANDYXU666
Lecture1Slides-1.pptxIntroduction to Contemporary Management: Issues and Challenges
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Teaching Team
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Dr. Inju Yang (Course coordinator/Visiting Lecturer) – MEL
Mr. Praba Achuthan Nair (Lecturer) – SIN
Mr. Chong Hock Chua (Lecturer) – SIN
Mr. Jeffrey Thu Kuang Kwek (Lecturer) – SIN
Overview
Evolution of management thinking
What is “contemporary” management
What are the issues and challenges
Course arrangement
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Evolution of Management Thinking
Early Management: 3000 BCE-1776
Behavioural Approaches: Late 1700s-1950s
Classical Approaches: 1911-1947
Management Science Approaches: 1940s-1950s
Contemporary Approaches: 1960s-present
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Industrial revolutions
1. The First Industrial Revolution used water and steam power to mechanize production. 1765: steam engine
2. The Second used electric power to create mass production. 1870: a new source of energy, electricity, gas, and oil; chemical synthesis and methods of communication such as the telegraph and the telephone; the inventions of the automobile, and the plane in the beginning of the 20th century
3. The Third used electronics and information technology to automate production. 1969: the rise of electronics, telecommunications and computers; two major inventions, Programmable Logic Controllers (PLCs) and robots helped give rise to an era of high-level automation
4. Fourth industrial revolution. the Internet, a revolution happening right now
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Early Management: 3000BC-1776BC
3000-2500 BC: The Egyptian Pyramids
1400s: The Venetian warships
1776: Adam Smith’s Wealth of Nations
1780s-Mid 1800s: Industrial revolution
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Behavioural Approaches: Late 1700s-1950s
Late 1700s-Early 1900s: Working with people
1924-Mid-1930s: The Hawthorne studies
1930s-1950s: The “human relations” movement
1960s-Today: Organisational behaviour
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Classical Approaches: 1911-1947
1911: Scientific management
1916-1947:
General administrative theory
Principles of management
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Ford and Taylor – Scientific Management
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Inju Yang (IY) - 7.23min
Management Science Approaches: 1940s-1950s
Quantitative management
Operations management
Total quality management (TQM)
Management information system (MIS)
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Contemporary Approaches: 1960s-present
Two main perspectives
Open System perspective
Contingency perspective
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Contemporary Approaches: 1960s-present
Open system perspective
A system is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
Organisation as being made up of “interdependent factors, including individuals, groups, attitudes, motives, formal structure, interactions, goals, status, and authority.”
It implies that decisions and actions in one organisational area will affect other areas.
Recognises that organisations are not self-contained.
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Contingency perspective
Organisations are different, face different situations (contingencies), and require different ways of managing.
The primary value of the contingency approach is that it stresses there are no simplistic or universal rules for managers to follow.
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Contemporary Approaches: 1960s-present
What makes contemporary management approaches different from previous approaches
Dynamic and open to constant changes.
Need to remain flexible
Flat – Hierarchy
Employee morale
Risk management fully integrated into key business processes and strategy
Technology-enabled
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Summary
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Early Management: 3000 BC–1776 BC
: Project management; rank and administration; self-interest, invisible hand; industrial revolution
Behavioural Approaches: Late 1700s-1950s
: The emergence of factories, division of labour; power sources; Hawthorne effect
Classical Approaches: 1911-1947
: Resource allocation; production; centralised planning
Management Science Approaches: 1940s-1950s
: Productivity; process management; economic efficiency
Contemporary Approaches: 1960s-present
: Contingency approach - different situations and conditions require different management approaches; collective decision-making; customer- and value-driven
Class Activity : Reviewing History of Management
Two-three key words for each of the stages of management history?
Discuss what makes contemporary management approaches different from previous approaches?
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What is Contemporary Management
Contemporary Management examines the way of thinking that is needed to address issues and challenges as they emerge in contemporary organisations.
Contemporary issues and challenges have arisen as a result of the changing nature of the external environments (VUCA).
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Define “Contemporary”
New
New environments
Technology and digitalisation
Diverse workforce
Globalisation and multiculturalism
New phenomena
Big data and cyber security
Bamboo ceiling effect
Multicultural individuals
New theories/perspectives/practices
Diversity management
Cultural intelligence
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Complex
Multiple perspectives
Global virtual teams management
Culture
Technology
Team
Leadership
Multiple levels of analysis
Change management
Employee—individual level
Team leader—team level
Top management—organisational level
Stress and coping
Mental health in the workplace
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Define “Contemporary”
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Contemporary Management:
Issues and Challenges
Topic 1:
Technology & Digitalisation
Topic 3: Stress & Coping in the Workplace
Topic 4: Thriving in the Global Work Environment
Topic 5: Change Management and Knowledge Management
Topic 2:
Diversity, Equity and Inclusion
Issues and Challenges
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| Technology and Digitalisation |
| 1. Workplace automation, big data, and cyber security |
| 2. Digital leadership, social media, and technology-enabled working |
| Diversity, Equity and Inclusion |
| 3. Diversity management and inclusive leadership |
| 4. Unconscious bias training and gender/age/ethnic stereotypes |
| Stress and Coping in the Workplace |
| 5. Workplace mental health, stress and burnout |
| 6. Work–life balance policies and practices |
| Thriving in the Global Work Environment |
| 7. Emotional intelligence and emotion management in the workplace |
| 8. Globalisation, multiculturalism, and cultural intelligence |
| Change Management and Knowledge Management |
| 9. Organisational change management |
| 10. Managing positive organisational change |
Give a summary of each topic
Course Arrangement
Learning resources
Assessments
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No prescribed textbook
Reference notebook
Book chapters
Journal and news articles
Reports
Videos
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Learning Resources
Assessments
Assessment 1 (individual assessment – 20%)
Literature Review Assignment
Analyse articles
Assessment 2 (group assessment – 40%)
Write a Strategy Report for RMIT University
Group assessment: 3,000 words (+/-10%) excluding references
Assessment 3 (individual assessment – 40%)
Analyse a Case Study
2,500 words (+/-10%) excluding references
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Questions?
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Class Activity
The Fourth Industrial Revolution: What it means, how to respond
- By Klaus Schwab, Founder and Executive Chairman of the World Economic Forum
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Class Activity :
Brainstorming
What are the main issues and challenges we face today and tomorrow?
What are the skills and qualities you need to develop to be able to meet those challenges?
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References and Reading List
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The Fourth Industrial Revolution: What it means, how to respond - World Economics Forum: https://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-and-how-to-respond/
Management’s Three Eras: A Brief History - Harvard Business Review: https://hbr.org/2014/07/managements-three-eras-a-brief-history
