1. Kia Ora Welcome to Unitec – BSNS 5390 Managing in Organisations Welcome to all. Welcome especially to our International Students. Introduction Who am I? Ngaire Molyneux / Ken Newlands knewlands@unitec.ac.nz nmolyneux@unitec.ac.nz 815 4321 x 7065 Building 54 Oakridge House Lecturer Contact at end of each class and email for an appointment Office Hours 10.00am – 3.00pm Monday to Thursday but teaching 4 courses. Don’t be surprised or disappointed if you “drop in” and cannot be attended to...

2. DoMM Student Support Tertiary study is not a solo activity. Successful students use the help available. Lecturer and class members Study Toolbox http:.//libguides.ac.nz/study toolbox Pacific Students Malama Saifoloi msaifoloi@unitec.ac.nz msaifoloi@unitec.ac.nz Maori Students - Ngaire Molyneux nmolyneux@unitec.ac.nz nmolyneux@unitec.ac.nz BBus student handbook and USU diary for additional helping services

3. Unitec Student Support Te Puna Ako (Learning Support) Bldg 110 room 1040/ 815 4321 x8611 / tpal@unitec.ac.nztpal@unitec.ac.nz Pacific Centre for Learning, Teaching & Research (Pasifika) Bldg 180 Room 1085 815 4321 x 7349/ pacific@unitec.ac.nzpacific@unitec.ac.nz Maia Maori Development Centre Bldg 28 / 8154321 x8695 /maia@unitec.ac.nz/maia@unitec.ac.nz Student Issues Advocate Ed Collective formerly USU Offices Bldg 180 and 111 815 4321 x7386 / contacted@edcollective.org.nzcontacted@edcollective.org.nz

4. Welcome to Unitec – BSNS 5390 Course Assessments Text books / Other readings Class Room protocol Late arrivals – Please do not be late – it is a courtesy to other students and your lecturers Mobiles must be turned to silent – and may not be used in class except where specifically directed by the lecturer. Laptops, IPads, etc – Welcome to use them for class relevant purposes only. – Please do not get caught using them for: – Trademe – Facebook – Emails – Trading shares… etc

5. Moodle site Moodle contains everything you will need apart for text book and other references. I will normally teach from Moodle site If you can’t access by next week email me for a copy of PowerPoint's On Unitec home page http://moodle.unitec.ac.nz/ Sign in and look for your course BSNS5390 Participant information – please add photo and update

6. Before we start Introduce yourself to a couple of the people around you- Who are they? where from…/ What programme are you doing eg BBus? Is this their first semester at Unitec? Do they live nearby? What part of an assignment do they think they like best/ researching, writing, editing, proofing? Checking against marking guide to maximise marks, technical things like adding graphics? PTO : The Essentials

7. Question? Practising managers/ supervisors What is a typical day or shift like Alternatively: What do you think a manager/ supervisor does in a typical day?

9. Text Management in New Zealand with Student Resource Access 12 Months, 1st Edition Samson/Catley /Cathro/Daft ISBN10: 0-17-021006-5, ISBN13: 978-0-17- 021006-5 © 2012 | In Stock - See more at: https://www.cengagebrain.co.nz/shop/en/NZ/sto refront/newzealand?cmd=CLHeaderSearch&field Value=9780170210065#sthash.CeJA0h43.dpuf https://www.cengagebrain.co.nz/shop/en/NZ/sto refront/newzealand?cmd=CLHeaderSearch&field Value=9780170210065#sthash.CeJA0h43.dpuf

10. Text some more Unitec bookshop – Leave name and order? http://www.textbooks.co.nz/ note slow to open but claims to offer books for rent http://www.textbooks.co.nz/ Amazon Books http://www.amazon.com/http://www.amazon.com/ Trademe www.trademe.co.nz/bookswww.trademe.co.nz/books Search eg www.secondhandbooks4u.co.nz/www.secondhandbooks4u.co.nz/

11. Changing world of management: Lecture overview Why innovation matters Current challenges for managers Managers who make a difference The definition of management The four management functions Organisational performance Management skills When skills fail Management types

12. Lecture overview What is it like to be a manager? Managing in small businesses and not-for- profit organisations Management and the new workplace Turbulent times: managing crisis and unexpected events New Zealand managers: improving management capability Sustainable development: now a core issue for managers

13. Introductory Video on Moodle site Also available on Moodle for later review Ferguson Plarre: Introductory Video

14. Do they innovate? Why innovation matters For sustainable development – To keep a competitive edge – Innovation in products, services, management systems, production processes. Corporate values and other aspects Without innovation a company will NOT survive What new innovations have you noticed recently?

15. Molectular imprinted polymers Filter or sense contaminants or valuables from liquids, gases, solids Wine Industry in Australia – wine badly affected by smoke from bush fires Invention from Waikato Institute called WINTEC.

16. Current challenges for managers? Read the Newspaper !!! Challenges for government – Local and National Levels – Managerial and policy challenges Challenges for business – Local and global – Large and small firms Challenges for individual employees – Skills; job insecurity; careers

17. Managers who make a difference The management revolution – Guide through turbulence. – Expect the unexpected. – Embrace change. – Create vision and cultural values. – Foster a collaborative workplace.

18. The definition of management ‘Management is the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources’ (Samson, Catley, Cathro and Daft, 2012, p.10). Intext referencing important! Study toolbox Te Puno Ako seminars – see booklet or website

19. Management functions

20. The four management functions Planning Organising Leading Controlling Explain each, how are they different?

21. Planning – Defining goals for future organisational performance and deciding on the tasks and use of resources needed to attain them. Organising – Assigning tasks, grouping of tasks into departments and allocating resources to departments. The four management functions

22. Leading – Involves the use of influence to motivate employees to achieve the organisation’s goal. Controlling – Monitoring employees’ activities, keeping the organisation on track towards its goals, and making corrections as needed. The four management functions

23. Organisational performance The organisation’s ability to attain its goals by using resources in an efficient and effective manner: – Effectiveness The degree to which the organisation achieves a stated goal. – Efficiency The use of minimal resources, raw materials, money and people, to produce a desired volume of output. So can managers be both?

24. Management skills Conceptual skills – Cognitive ability to see the organisation as a whole and the relationship among its parts. Human skills – Ability to work with and through other people and to work effectively as a group member. Technical skills – The understanding of and proficiency in the performance of specific tasks.

25. Management skills The relationship between conceptual, human and technical skills to management level

26. When skills fail Managers often make mistakes due to a variety of reasons: – Demands of the rapidly changing environment. – Other factors: poor communication, failing to listen, using employees, suppression of dissenting viewpoints, lack of team building in trust and respect.

27. Vertical differences – Top managers – Middle managers – Project managers – First-line managers Horizontal differences – Functional managers – General managers Management types

29. What is it like to be a manager? Making the leap: becoming a new manager. Manager activities: adventures in multitasking. Manager roles.

30. What is it like to be a manager? Making the leap: becoming a new manager – The manager identity

31. What is it like to be a manager? Manager activities: Adventures in multitasking – Variety – Fragmentation – Brevity – A Life on speed dial

32. What is it like to be a manager? Manager roles – Informational Monitor, disseminator, spokesperson – Interpersonal Figurehead, leader, liaison – Decisional Entrepreneur, disturbance handler, resource allocator, negotiator Which role(s) suits you best now?

33. Managing in small businesses and not- for-profit organisations Small business manager – Spokesperson – Entrepreneur Not-for-profit manager – Figurehead – Leader – Resource allocator

34. Management and the new workplace

35. Forces on organisations – Globalisation, technology, diversity and rapid change. The innovative response – New technologies and innovative management practices. New management competencies – Customers and employees (over profits), leadership, team-building, relationships and creation of a learning organisation.

36. Turbulent times: managing crises and unexpected events Managing crisis and unexpected events Stay calm. Be visible. Put people before business. Tell the truth. Know when to get back to business.

37. New Zealand managers: improving management capability Manager Strengths [as perceived by NZ managers (Half, 2011)] Hardworking Innovative Lead by example Show interest in their staff problems Internationally competitive Manager Weaknesses [results of NZ surveys (Battisti et al., 2010)] Limited training ‘learning by doing it’ instead learning by trial and error Innovation limited to one type i.e. management development Lacked managerial capability Restricted formal training for small business managers due to time and money

38. Sustainable development: now a core issue for managers Making balanced and equitable decisions so that: – Financial – environmental and – social outcomes are achieved in both the short and longer terms This is the ‘triple bottom line’ of organisations

39. Things to do Signed the attendance roll? Yet to arrive? Email nmolyneux@unitec.ac.nznmolyneux@unitec.ac.nz Obtain text Samson, Catley, Cathro, and Daft (2012) Management in New Zealand. Sth Melbourne: Cengage Learning First Edition Can access at Library Lending desk up to 2 hours http://moodle.unitec.ac.nz/ BSNS5390, add photo and update – email me if you can’t access http://moodle.unitec.ac.nz/ Obtain Student ID card asap

40. Next week Catch up on Ch 1 and read ahead Ch 2 Ch 2 History, management functions and roles CourseMate: Test your understanding, use flashcards to revise, check out the audio summary for the “on the go” review Questions for next week assignment 3 NEXT

41. Assignment three: Please bring your answers on one page 1.Read the ethical challenge on page 74 of text and prepare two questions to ask the class. 2.Explain the four management functions and how they are interconnected. OR Summarise one relevant business news story (approximately 100 words). Attach a copy of the article.