• Home
• Module overview
• 1. The challenge of management
  • Introduction
  • 1.1 Defining management
    • 1.1.1 The art of getting things done through people
    • 1.1.2 Defining management by its functions
    • 1.1.3 Is management a profession?
  • 1.2 Management knowledge , skills and performance
    • 1.2.1 Types of managers
    • 1.2.2 Effectiveness and efficiency
    • 1.2.3 Managing the customer within
  • 1.3 The evolution of management thought
  • Conclusion

• 2. Understanding external environments

  • Introduction
  • 2.1 Putting the e xternal environment into focus
    • 2.1.1 Classifying external elements
    • 2.1.2 The changing environment
    • 2.1.3 The international dimension
  • 2.2 Relating the o rganisation to its environment
    • 2.2.1 So many issues: Which should you focus on?
    • 2.2.2 How do you acquire the relevant information?
    • 2.2.3 Clarifying the relationship between the internal and external environments
  • Conclusion

• 3. Social responsibility and ethics in management

  • Introduction
  • 3.1 Business is not value neutral: Social responsibility, obligation and responsiveness
  • 3.2 Focussing on ethics
    • 3.2.1 Why business ethics now?
    • 3.2.2 Ethical quandaries
    • 3.2.3 Approaches to ethical dilemmas
    • 3.2.4 Defining your ethics
  • Conclusion

• 4. Managerial decision making

  • Introduction
  • 4.1 Decision making and problem solving
  • 4.2 The nature of decision making as part of management
    • 4.2.1 Programmed and non-programmed decisions
    • 4.2.2 Certainty, risk and uncertainty
    • 4.2.3 Urgent vs important decisions
  • 4.3 Problem solving: making the most of opportunities
    • 4.3.1 Looking further at problem solving
    • 4.3.2 The effective decision making process
    • 4.3.3 Improving managerial problem solving: overcoming barriers
    • 4.3.4 Thinking 'outside the box' and creativity
  • 4.4 Interrelated problems
  • Conclusion

• 5. Managing strategically

  • Introduction
  • 5.1 Planning ahead
  • 5.2 Strategic management
    • 5.2.1 Some definitions
    • 5.2.2 The process of strategic management
  • Conclusion

• 6. Organisational design and structure

  • Introduction
  • 6.1 The terminology of organisational design
  • 6.2 Strategic organisational design and structure
    • 6.2.1 Types of organisational structure
    • 6.2.2 Strategic organisational design
  • 6.3 Teamwork
    • 6.3.1 The success of teamwork
  • Conclusion

• 7. Organisational culture and workforce diversity

  • Introduction
  • 7.1 Defining organisational or corporate culture
    • 7.1.1 Culture defined through its response to change
    • 7.1.2 Culture defined through the influence of the external environment
  • 7.2 Strong and weak cultures
  • 7.3 The functions of culture
  • 7.4 Creating and sustaining culture
  • 7.5 Types of culture
    • 7.5.1 Dominant culture
    • 7.5.2 Subculture
    • 7.5.3 Core values
  • 7.6 Changing culture
  • 7.7 Cultural diversity in the maritime industry
  • Conclusion

• 8. Change management

  • Introduction
  • 8.1 Dealing with change and the changing nature of change
    • 8.1.1 In what areas of the organisation can managers expect change?
    • 8.1.2 Reacting to change
  • 8.2 Key issues accelerating change
    • 8.2.1 External forces
    • 8.2.2 Internal forces
  • 8.3 Managing change
    • 8.3.1 Reactions to change
    • 8.3.2 Why employees resist change
    • 8.3.3 Emotions accompanying change
    • 8.3.4 Overcoming resistance
    • 8.3.5 Leadership and successful change
  • Conclusion

• 9. Motivating for performance

  • Introduction
  • 9.1 The nature of motivation
  • 9.2 Theories of motivation
    • 9.2.1 Do rewards really work? needs theories
    • 9.2.2 Are substantive rewards the only motivator? process theories
    • 9.2.3 Learning behaviour reinforcement theory
    • 9.2.4 Social learning theory
    • 9.2.5 Putting it all together systems theory
  • 9.3 The power of positive thinking
  • 9.4 Motivation: The implications for managers
  • Conclusion

• 10. Leadership

  • Introduction
  • 10.1 The nature of leadership
    • 10.1.1 Thinking about 'leaders' and 'leadership'
    • 10.1.2 Theories of leadership
    • 10.1.3 Refining our definition of leadership
  • 10.2 Perspectives on leadership
    • 10.2.1 Manager, leader, or both?
  • Conclusion

• 11. Teamwork

  • Introduction
  • 11.1 Work groups and group dynamics
    • 11.1.1 Work groups, work teams, taskforces, self-managing teams and team building
    • 11.1.2 High-performance teams
  • 11.2 Managing meetings and committees
  • 11.3 Group decision making
    • 11.3.1 Some advantages and disadvantages
    • 11.3.2 So, do groups make better decisions than individuals?
  • Conclusion

• 12. Managerial evaluation and control

  • Introduction
  • 12.1 Evaluation and control as a management process
    • 12.1.1 Why evaluate and control performance?
    • 12.1.2 Getting and using necessary information
  • 12.2 Levels of control
  • 12.3 Steps in the control process
  • 12.4 Assessing control systems
  • 12.5 Back to ethics
  • 12.6 Quality control systems
  • Conclusion

1.2.1 Types of managers

Although all persons in a management position need to possess certain skills and attitudes, it is apparent that there is a distinction between the types and levels of managers based simply on the scope and complexity of their tasks. The levels of management are generally:

• first-line managers or supervisors
• middle managers
• top or senior managers.

The major classifications of managers are divided into:

• functional
  managers who are responsible for just one organisational activity; for example, the Human Resource Manager, Marketing Manager or Logistics Manager.
• general
  managers who are responsible for all activities.

There are three major skills needed for effective performance at different levels of management:

• conceptual the mental ability to coordinate and integrate the organisation's interests and activities.
• human the ability to work with, understand and motivate other people, either as individuals or as members of a group.
• technical the ability to use the tools, techniques and procedures of a specialised field.

One of the most famous studies of managers was conducted by Mintzberg (1980) who followed several senior managers around for a week recording what they did. Although his study focused on top-level managers the findings can be applied across a wide variety of management positions.

The research strongly suggests that managers need to develop their contact network to have influence and to operate effectively (Mintzberg 1980). In the activities of managers that he observed, Mintzberg identified three general types of roles - interpersonal, informational and decisional. Within these he outlined ten specific roles that managers play.

These roles are summarised in the Table 1.1 of your textbook, which forms part of the next reading. The reading covers the types of managers, the three major skills necessary at different levels and the process of management. There is also a brief section on managerial performance and effectiveness and efficiency.

In your text

Bartol, K M; Martin, D C; Tein, M H and Matthews, G W (1998), pages 9-27.

Familiarise yourself with the types of managers and the typical roles managers are required to fulfil. Become familiar with the different types of skills and abilities necessary at different levels and classifications of managers and the process of management. They provide a useful conceptual base for understanding the scope and roles of managers.

Reading 1.4

James, David (1998, March). 'From 'ere to where?' Management Today , pages 14-17.

'Ten common management mistakes' (2001). AllBusiness . URL: http://www.allbusiness.com/cmt/information/general.jhtml?fname=1077 (accessed 2001, 3 April). [3 pages]

Australian Institute of Management (2001, May). 'Q&A-Admiral Chris Barrie'. Management Today , page 8.

'How to be a better manager'. About the Human Internet . URL: http://www.management.about.com (accessed 2001, 3 April). [2 pages of 4]

'Management pros share their secrets'. About the Human Internet . URL: http://www.management.about.com (accessed 2001, 3 April). [4 pages]

Activity 1.2

What are the modern management challenges? Make some notes on a separate sheet or even word process the answer. Keep your notes as we will build up the answer throughout the subject.

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