Lecture 12 - Final Wrap-Up and Exam Primer: WORK 1004: Foundations of Management

WORK 1004:
FOUNDATIONS OF MANAGEMENT
Lecture 12 – Final wrap-up and

exam primer
The University of Sydney Page 1

Today’s agenda…
• Your student evaluations (course/instructor/tutor)
• Review of the course
• A few words about the exam
• Closing words

Please take a few minutes now to complete your unit
of study evaluations
https://student-surveys.sydney.edu.au/students/
Thank you for taking the time to do this!

To summarise…
– Management is messy.
– 'Few modern phenomena so patently pervasive and systematically scrutinised as
'management' have been so beset by ambiguity, confusion and at times
obfuscation. In its English usage the term 'management' denotes, inter alia: an
organisational function, and organisational stratum, an occupational group,
and organisational process, an interpersonal process and an intra-personal
process (self management), each with its own associated body of knowledge
and set of skills. The term is employed as both noun and verb, descriptively and
normatively, approvingly and pejoratively.' (Hale, 1993 in Collins, 2000: 56)

Significant management perspectives can be put on a timeline

Kahoot 1 – Functions of management
https://play.kahoot.it/#/k/d85bbf02-e4fa-4777-bf17-248605734a65

Looking in - Two keys to self-awareness

Looking in - The four dimensions of the MBTI

Feedback: A tool for (self) improvement!
Giving Feedback
• Specifics vs. generalities
• Descriptions vs. judgements
• Positive and negative (a balance over time)
Receiving Feedback
• Openness vs. self-justification (self serving bias)
• Ask for specific examples
• Ask third parties for validation

Inter-personal - Five areas where teams are most effective

Inter personal - Five stages of team development

Team member roles: Two kinds
1. Task specialist roles 2. Socio-emotional roles

• initiating ideas • encouraging
• giving opinions • harmonising
• seeking information • reducing tension
• summarising • following
• energising • compromising

Kahoot 2 – Managing teams
https://play.kahoot.it/#/k/7aa58841-45a3-4582-85f1-9a524e98ba42

Dimensions of the organisation’s general and task
environments

Levels of corporate culture

Four types of corporate culture

The process of management: Four management functions

Levels of goals or plans and their importance

Characteristics of effective goals

Decision-making models

You - Decision-making styles
High tolerance for ambiguity
Analytical Conceptual
Value orientation toward Value orientation toward

Task & technical concerns People & social concerns
Directive Behavioural
Low tolerance for ambiguity

Kahoot 3 – Culture, Planning, Goals and Decision-making
https://play.kahoot.it/#/k/cb84a476-64f6-43b8-8f3f-4d5f6bfe9a5a

Several different organisational structures are possible…
• Functional
• Divisional
• Matrix
• Team-based
• Network

Relationship between strategic goals and organisational
structure

The situational model of leadership

Contemporary leadership styles
• Four approaches to leadership—these are things we might aspire to
if we want to be good leaders:
1. Level 5 leadership
2. Servant leadership
3. Authentic leadership
4. Interactive leadership

Different types of power (French & Raven)
• Position: legitimate, reward and coercive power
• Personal: expert or referent power
• Other sources of power: personal effort, network of

relationships, information

Control: the final stage in the management cycle
• Control relates to how managers know goals are being met, why
or why not
• Control is critical in its relation to planning and delegation
Four key steps in feedback control:

1. Establish standards of performance
2. Measure actual performance
3. Compare performance to standards
4. Take corrective action

Kahoot 4 – Organising, Leadership and Control
https://play.kahoot.it/#/k/4ca59ad3-c059-4a01-b830-f24d1ef5b907

Examples of unethical and illegal organisational
behaviour

Stakeholder view of the firm

34
Sustainability: The Triple Bottom Line

You - Criteria for ethical decision making
Different approaches possible including:
• Utilitarian approach
• Individualism approach
• Moral rights approach
• Justice approach

Key factors in the international environment

Strategies for entering the international arena

Hofstede study (1984)
Hofstede’s four social values (a fifth one added later):

1. Power distance
2. Uncertainty avoidance
3. Individualism-collectivism
4. Masculinity-femininity
5. Long term orientation (added in 1991)
These relative scores have been proven to be quite stable over time.

Kahoot 5 – Sustainability, globalisation and cross-cultural
relations
https://play.kahoot.it/#/k/b0dfc576-a9ab-4299-baf3-b62d7c7f5bd5

About the exam
• WORK1004 Foundations of Management
Thursday 13 June, 9:20 am
• More details here: http://sydney.edu.au/students/exams.html

About the exam…
• Five questions (most of which are multi-part)

• Each question worth eight marks (for a total of 40 marks)
• Covers all material from the course
• Focus your studies on lecture content and related textbook
chapters
• Focus on understanding and applying course concepts
• Some questions are problem-based, asking you to choose the
appropriate management concepts to apply to a specific situation

Sample exam question (you won’t get this one,
but perhaps something in this format)
You are a middle manager at ABC mining company. Your boss has
just asked you to conduct a stakeholder evaluation for a new iron
ore mine the company is thinking about building on land it has just
purchased in Western Australia, close to an indigenous community.
a) What is a stakeholder?
b) Provide examples of two internal and two external stakeholders
you might want to think about for this mine.
c) Name and describe one approach to help evaluate whether or
not opening this mine would be an ethical thing to do.
Sample exam question (you won’t get this one, but perhaps
something in this format)
Devon owns a realty company. He is conscious of a decline in the

housing market, and realises the need to encourage the realtors
working for him to adapt to this change in their external
environment. Devon decides that he will meet bi-monthly with all
his employees to discuss their concerns and ideas, thus showing how
highly he values their needs.
a) Which type of corporate culture is Devon using?
b) Give 2 benefits and 2 limitations of this form of culture?

A start-up company that was founded in a garage grew at an

amazing rate, with employees being added in groups as the
organisation expanded so as to fulfil its potential. Now the advisory
board wants to improve cost, quality, service and speed.
a) Which effect should the advisory board expect from
reengineering the structure of the company?
b) In what management situation is this effect most useful?

a) Compare and contrast two types of organizational culture discussed in this

course (4 marks). Briefly describe how each of these types of culture could
help an organisation balance their strategic focus and business environment
(2 marks).
b) David works as an orchestra director for a small company in Sao Paolo,
Brazil. At the end of one of the company's elaborate performances, they
receive a standing ovation, and David is asked to say a few words.
a) Suggest 2 leadership styles David could choose to follow?
b) What would his speech emphasise if he followed each of the 2 styles?
What is the #1 reason why people quit their jobs?
Something to remember:
“A bad boss or supervisor is the number one reason people leave,
due to the environment their boss creates and how they feel they've
been treated.”
• Indeed, people tend to quit their boss, not their job!
Source: http://businesspaths.net/Articles/12/people-quit-their-boss-not-their-job

How can we avoid this?
• By improving our understanding of management techniques and
skills…
• Acquiring the right tools
• By education
• By practice
• By self-reflection
• By understanding how to compensate for our weaknesses and
those of others
• By changing the way we do things
• By drawing on others’ strengths
A key element to being an effective manager: Knowing
yourself!
• Being conscious of our strengths and weaknesses, so that:
• We can make better use of our strengths
• Stimulates self confidence!
• We know where to focus our efforts at self-improvement
• Asking for feedback and advice

Continuing education
• By seeking out and creating opportunities for learning (getting
involved; practicing, honing our skills; trying new things; taking
risks)
• Learning from our successes and our triumphs, as well as our
failures
• Keeping an open mind (work on our defensiveness) -- always!
• It is the work of a lifetime!

Some closing words…
• Good luck on the exam, and…
• I wish you much success with the remainder of your studies, and
in your careers as aspiring managers!

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WORK 1004:

Lecture 12 – Final wrap-up and

The University of Sydney Page 1

The University of Sydney Page 2

Thank you for taking the time to do this!

The University of Sydney Page 3

The University of Sydney Page 4

The University of Sydney Page 5

The University of Sydney Page 6

The University of Sydney Page 7

The University of Sydney Page 8

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1. Task specialist roles 2. Socio-emotional roles

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Value orientation toward Value orientation toward

Low tolerance for ambiguity

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• Personal: expert or referent power

• Other sources of power: personal effort, network of

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Four key steps in feedback control:

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Hofstede’s four social values (a fifth one added later):

5. Long term orientation (added in 1991)

The University of Sydney Page 39

The University of Sydney Page 40

The University of Sydney Page 43

• Five questions (most of which are multi-part)

The University of Sydney Page 44

Devon owns a realty company. He is conscious of a decline in the

The University of Sydney Page 46

A start-up company that was founded in a garage grew at an

The University of Sydney Page 47

a) Compare and contrast two types of organizational culture discussed in this

The University of Sydney Page 49

The University of Sydney Page 51

• It is the work of a lifetime!