Week5 Introduction to management

Week 5:
Functions of Management (P):
Planning & Decision Making
Monash
Business &
Economics

1. Any word limit on SAQs?
2. APA, for 3-5 authors, first time cited, list all
authors, thereafter, type only the first author
name, then et al., e.g.,
(Clegg, Hardy, & Nord, 1996), next time, just (Clegg et al., 1996).
Six or more authors, use only the first name of
the first author, followed by et al. the first and
the subsequent times.

3
 1. Draw a mind map of week 4’s topic
– Hawthorne Studies, legacy and contribution to the discipline of management
– Contingency Approach
– Explore current trends and issues relating to management
– OB and Contingency Approach’s applicability to contemporary management
practices
 2. Grade Week 4’s self-reflections
 3. Any Qs?
Block 1. Mind map, self-reflections and
inquiries

4
Reflecting on your weekly reflection!
(1). Your final grade is not necessarily the average of the two student
examiners’ marked grades.
(2). Provide an overall Grade, be aware critical reasoning takes up 60%
of the total grade.
(3). Within the word limit 300 (10% above or below).
(4). 1 page. Otherwise, printed-out copy is missing words.
(5). READ SUBMISSION GUIDELINES CAREFULLY.
– Title of Topic and Week Number at the top of the page
– Your student ID (do not include your name)
– Times New Roman, 12 size font, and 1.5 spacing.
– The reflection cannot be more than a single A4 page.
(6). A waste of time?

OB Approach
 Hawthorne Studies (motivation)
 Human Relations (employee satisfaction)
 Behavioural science
 Contingency Approach
Understand the historical and cultural context of these
theories and their applicability to contemporary
management practices
Examine the legacy and contribution of the Hawthorne
Studies to the discipline of management
Explore current trends and issues relating to management
Last week: Classical Theories

• Define planning and the purpose of planning
• Explore the role of goals and plans in planning
• Discuss criticisms related to planning
• Explore the decision making process
• Understand the manager’s role as a decision maker
• Explore factors that managers need to be aware of
when making decisions in the 21st century
This week: Functions of Management (P)

7
 “Icelandic volcano” case on pages 297-298
In groups of 3-4, develop & justify your answers for:
1. Could a company even plan for this type of situation? What types of plans could
companies use in this type of situation? Why would these plans be useful?
2. Would goals be useful in this type of situation? What types of goals might a
manufacturing company like BMW have in such a situation? What about a global airline
such as Qantas or a small flower grower in Kenya?
3. What lessons about planning can managers learn from this crisis?
4. How would rationality, bounded rationality and/or intuition influence the decision-making
process undertaken by managers faced with the type of crises described in the case?
5. Is the crisis described in the case an example of a structured or unstructured problem?
Would a programmed procedure, rule, policy and/or non-programmed decision be better
suited for a company to successfully cope with such crises?
6. What other low-probability but severe-consequence events could there be? Is global
warming and climate change one event that many businesses have not contemplated?
Block 2. Illustrative case study

8
 Stranded in the Desert Exercise
 Purpose: pros and cons associated with individual vs. group decision-making
 Class discussions:
1. Did decision-making differ when the task was completed individually compared to
within a group, how?
2. Which was easier—individual or group decision-making? Why?
3. Were you able to reach a consensus on decision-making pertaining to each item? If
not, why?
4. What challenges did you experience when attempting to reach a consensus for the
items listed in the task? How did or could you overcome them?
5. How does this exercise compare with other experiences you’ve had with group
decision-making?
Block 3. Class activity

9
 Short Answer Question (5 marks each)
1. List and briefly explain four characteristics of well-designed goals;
2. List and briefly discuss three contingency factors that affect planning.
Block 4: Exam preparation

10
List and briefly explain four characteristics of well-designed goals; (p. 284)
Written in terms of outcomes rather than actions; the desired end result is the most important element of any goal and
therefore, the goal should be written to reflect this.
Measurable and quantifiable. It's much easier to determine if a goal has been met if it’s measurable, This means that even in
areas in which it may be difficult to quantify the intent, it is necessary to try and find some specific way to measure whether that
goal is accomplished. There is little use in goals that cannot be measured to determine whether a particular goal has been met or
not.
Clear as to a time frame Goals without a time frame make an organisation less flexible. This happens because one will not be
sure when the goal has been met or when one should call it quits because the goal will never be met regardless of how long a
person works at it.
Challenging yet attainable Goals that are too easy to accomplish are not motivating and neither are goals that are not
attainable even with exceptional effort.
Written down Although actually writing down goals may seem too time consuming, the process of writing the goals forces
people to think them through. In addition, the written goals become visible and tangible evidence of the importance of working
toward something.
Communicated to all necessary organisational members. Well designed goals are communicated to organisational members
who need to know the goals., Making people aware of the goals ensures that they are all on the same page and working in ways
to ensure the accomplishment of the organisational goals.
Marking template for Q1
Listing four characteristics of well-
designed goals
Briefly explaining four
characteristics of well-designed
goals
Overall quality
0.5 mark (0.125 marks per
characteristics)
4 marks 0.5 mark

11
List and briefly discuss three contingency factors that affect planning.
Three contingency factors affect planning: level in the organisation, degree of environmental uncertainty
and length of future commitments. As managers move up the hierarchy, their planning role becomes more
strategy-oriented, and they are more likely to use long-term, directional and single-use plans. Supervisors’
planning is usually operational, short-term, specific and they are more likely to use standing plans. The
greater the environmental uncertainty, the more that plans need to be directional and emphasis placed on
the short term. The commitment concept means that plans should extend far enough to meet those
commitments made today. Planning for too long or too short a time period is inefficient.
Marking template for Q2
Listing three contingency
factors
Briefly explaining how these
contingency factors affect
planning
Overall quality
0.75 marks (0.25 *3) Up to 4 marks 0.25 mark

12
1. Complete MCQ for week 6;
2. Complete the weekly self-reflection for topic 5: Functions of
management (P): planning and decision making.
3. Read the “Self-governance at LRN” case on pages 438-439 in the
textbook. This case will be used in the Block 2 of next week’s
tutorial.
4. Individual essay—Part 1 due next week
Assignment reminder for NEXT WEEK

Week5 Introduction to management

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