• 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

Introduction

Reading 11.1

Robbins, Stephen P; Millett, Bruce; Cacioppe, Ron and Waters-Marsh, Terry (1998). Extract from chapter 9 'Group dynamics and building teams'. In  Organisational Behaviour: Leading and Managing in Australia and New Zealand . 2nd edition. Sydney : Prentice Hall, pages 306-307.

Integra is an example of a very different approach - one that is not for every profession, organisation or industry. Many people complain that their organisations are too bureaucratic or authoritarian so Integra shows us another view.

Why work in groups and teams? Groups or teams are seen by many as being more effective than either individuals or the departments and committees of traditional organisations. As you will see, teams in whatever shape or form are sometimes extremely effective and sometimes not. The key to knowing when to use a team and to realising their potential for excellence lies in knowing about their strengths and weaknesses.

We have all spent some time working in groups. No doubt you have participated in a group that seems to perform well, accomplishing something that could not have been achieved nearly so well by an individual. You may also have participated in groups that have not performed effectively.

While many employees complain about working in groups, the fact remains that groups are an essential organisational resource. Many employees do, in fact, enjoy working in a group or team environment.

Remember we are all part of somebody's team. There is one person you will meet in every team you are ever in - yourself.

In this chapter we will consider the various types of groups found in organisations and how group problem solving can be managed and improved. Bear in mind a couple of well-known sayings about group work.

None of us is as smart as all of us.

The whole is worth more than the sum of the parts.

One of the truly remarkable things about groups is that they can make 2 + 2 = 5. Of course, they also have the capability of making 2 + 2 = 3.

Think about the following example and the 'group dynamics' as described by a colleague.

Teamwork

Two men entered an inerted cargo tank on a chemical tanker. One of them collapsed on the bottom of the tank. The other managed to reach the deck before collapsing. The successful rescue of the man in the tank was a credit to the well rehearsed shipboard response team.

In the subsequent fact-finding meeting, the Master of the ship blamed the crew for not following the written procedure and 'running around like headless chickens'. They should have woken him up, he said, held a muster to ascertain who was missing, raise the alarm, etc. The rescue team, after this, did not respond in any positive way to the enquiry into the accident. This led to a considerable amount of frustration on board on the part of the Master, who had to write his report of the incident.

A report into the accident following an enquiry by the company's management said '...an apportionment of blame is neither consequential nor relative. The importance is in or learning from the experience...vessels are respectfully prompted to re-address the following....'

Taken from Grewal 1997.

Think back to our discussions on culture, managing change and creative decision-making. Now read the following novel decision:

Reading 11.2

Wygant, Jonathan (1996). 'The Arc Angels'. Chicken Soup for the Soul: Home Delivery . Online. [1 page]

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