provide key insights that you gathered from this seminar that were not on the PPT or mentioned directly by the lecturer.
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Week3presentation.pptxWeek 3
BUSI7280 Managing in a Global Context
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Last week’s Insights
Looking for THE answer is problematic. Why?
Looking for what works raises the issue: how do we know what works?
One answer is belief or dogma
Another is building a model of operating system:
Observe
Identify
Describe
Analyse
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Your weekly insights
Fayol’s framework assumes that the manager has THE central role = assumptions related to context
Most insights succeed in identifying and describing the issue = what?
Best insights also deal with context = how?
And concept = why?
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Discussion
Consider your insights.
What is the context for your observation of the role of management?
What concepts do you identify which explain your observation of the role of management?
Small group discussion – share the context and concepts in your best insight.
Week 3
Management Psychology
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Self-awareness
Dan Gallagher on nature of self-awareness
https://www.youtube.com/watch?v= wTXxh1vQaI0
Who are we? Who do we want to be?
How do others see you?
Does it really work for managers?
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Resilience
Bond and Shapiro’s model
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Resilience
Use the Bond and Shapiro model to understand your capabilities in respect of resilience
Small group discussion
Choose a couple of examples to report to the class.
How thinking works.
What does ‘metacognition’ mean anyway?
Theory – thinking about thinking
being aware of your own mind
being able to think purposefully
What thinking skills do managers need?
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What do the gurus say?
Derek Cabrera – How thinking works:
What do you think?
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Where do you get your ideas from ….
Small group discussion about sources of information.
How do you gather information?
What sources do you trust? Why do you trust thee sources?
What thinking processes do you use to analyse and use information?
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Learning Insights…
Pause in presentation to allow work on this week’s insights
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Metacognitive regulation
Monitoring your internal thinking processes
Knowing which thinking process is required
Knowing what type of information you need
Relating the thinking process to the purpose
Thinking on purpose
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Managing People
Hawthorne Studies
Elton Mayo - concluded that individuals are motivated by social factors, such as good on-the-job relationships, and respond more positively to work-group norms than to attempts by management to control their activity.
Human relations approach
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Mary Parker-Follett
Power creates responsibilities to others and to the organisation.
Questions of ethics and issues of empowerment.
‘ Leadership is not defined by power but by the capacity to increase the sense of power among those who are led.’
The implications of managerial power
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The human relations approach
Suggests that managerial effectiveness has to do with the ability of the manager to create positive relationships with people.
When undertaking the interpersonal aspects of the role a manager is responsible for providing information to others.
When undertaking the informational aspects of the role a manager is responsible for processing, interpreting and analysing information.
When undertaking the decisional aspects of the role a manager is responsible for using information to achieve business outcomes.
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Interpersonal Roles
Figurehead
Leader
Informational Roles
Monitor
Disseminator
Decisional Roles
Entrepreneur
Disturbance handler
Liaison
Spokesperson
Resource allocator
Negotiator
Human relations ..
Identify someone in the class to whom you have not yet spoken or don’t know much about.
Introduce yourselves to each other.
Note: what do you want to know about the other person? and what do you want them to know about you?
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What sort of manager are you?
Think about your genuine strengths as a manager: how do these correspond with the textbook list of management competencies?
In what areas do you need to gain greater competency?
Don’t forget your weekly insights
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