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Week 1 Management in Context (Lecture (Making sense of management…
Week 1 Management in Context
Lecture
Critical theory and Management practice
I
Individualism: self-determine to achivements link to innate+ talent
CT: achivement = history + culture + talen
Purpose : challenge oppressive
institutions & practices
manager evaluate employee's motivation, behaviour and performance
CT: management= reward & punish
Managers distance from employee -> easier to treat
Democracy and Management
Democracy
Critical thinking required
Elected government by/of/for people
Decision-makers not always elected - appointed
Management
Managers can be victims of undemocratic practices
Mainstream Management says: Management = technical job
Management & Managers
Management: a social practice in values
Managers: acts intermediary
Making sense of management
Managing human and other resources
Decision-making
Managers equated to leaders
Social practice
Capitalism and Management
Capitalism
Underpinned by greed, superficiality and self interest
Privatisation
Consumerism to survive
Modern Society and Work
Informal and formal environments
Chief executive officers, managing directors, general managers
Why Managers Still Matter
Authority of Managers
Time Sensitive Decision Making
Key Knowledge Is Centralised
internal Coordination
Authority does not replace leadership
Authority
Type of Leadership
Interdependence
Empowerment
Delegation
Decision making
centralised decision making - may reduce delays
decisive knowledge- making good decisions
Interdependence between decisions
information just needs to be "good enough"
Delegation
Fast decisions = centralised authority
Employees develop feelings of entitlement
overruling by senior
managers harms motivation and productivity
Overruling minimized
Vertical relationships not horizontal
Making sense of Management
wisdom
trusted mediators
stakeholders/interest groups
Management Practice
Reflect dominant view
Promote certain values
Contribution to progressive objectives
Beyond technical activity
'working to rule'
Take responsibility
Develop and deploy initiative
Mange work and employment
Managerial mantras
Effective leadership
Improved communications
organisational restructuring
'to handle a horse'
Aware of conflicts
Capitalism
Contemporary Capitalism
Role of Management
Social practice
Social Values
Politics
Interests
Relations of Class
Gender
Ethnicity
work across variety of sectors
Control over decision making
allocation of resources
raising of funds
generation of revenues
coordinate
motivate
appease and control efforts of others
Techniques
coercive
seductive
Real life examples
Capitalism
Privately Owned Businesses
Democracy & Management
Howard Schultz - Starbucks
3 Skills
Deliberate Attention Division
Distractions
Limited Focus
Cultural Code-Switching
Management Style
Outside Comfort Zone
Inauthentic
Wielding Digital Influence
Reputation, Specialisation, network position
Middle Man Between Networks
bridge unconnected groups
gain further influence by bridging
Online Networking