Monash Handbook(opens in a new tab)
UnitLevel 1Undergraduate

MGW1010 Introduction to management

Faculty of Business and Economics

No reviews yet

MGW1010 Introduction to management is a level 1, 6-credit-point, undergraduate unit from the Faculty of Business and Economics, offered in 2020 in Semester 1 and Semester 2 at Malaysia. It has no prerequisites and unlocks 21 units, leading on to 28 units in all.

Credit points
6
Offered in 2020
Semester 1, Semester 2
Malaysia
Assessment
No exam
1 task
Workload
144 hours
per semester

This is the 2020 handbook entry. See the 2027 entry.

Reviews

No reviews yet

No reviews yet. Be the first to review MGW1010.

Requisites

Before MGW1010

Prohibitions

You can't enrol if you have passed any of these.

One of

After MGW1010

21 units list MGW1010 as a prerequisite or corequisite.

Show 13 more

Equivalent units

The same content under another code. Only one of them counts.

Overview

This unit offers a critical introduction to fundamental questions in the discipline of management. What is management? What do managers do, and how do I become a good manager? What are the effects of management practice on employees and their experience of being managed? Key contemporary issues of globalisation and cultural diversity, ethics and social responsibility affect the answers to these questions and are therefore woven throughout the curriculum. The unit draws upon a range of sources - academic, practical, popular cultural - to engage students in multiple ways of knowing about management.

Offerings in 2020

Teaching periodCampusMode
First semesterMalaysiaOn campus
Second semesterMalaysiaOn campus
October intake teaching period, Malaysia campusMalaysiaOn campus

Assessment

  • Within semester assessment
    100%

Learning outcomes

When you finish this unit, you should be able to:

  1. 1

    demonstrate a contextual appreciation of management as an evolving set of contested ideas for how managers may influence people, organisations, and their environments to achieve organisational goals

  2. 2

    identify what managers do in practice, and analyse how the various activities that comprise managing both shape and are shaped by individual and group behaviour and diversity in organisational settings

  3. 3

    critically evaluate the impact of contemporary management practices on employee experiences of being managed

  4. 4

    explain the concepts of stakeholder interests, ethics and responsible management and assess their implications for individuals and organisations in a global context

  5. 5

    apply research, analytical and communication skills required of the management discipline to address business challenges.

Workload and teaching

Minimum total expected workload to achieve the learning outcomes for this unit is 144 hours per semester typically comprising a mixture of scheduled learning activities and independent study. Independent study may include associated readings, assessment and preparation for scheduled activities. The unit requires on average three/four hours of scheduled activities per week. Scheduled activities may include a combination of teacher directed learning, peer directed learning and online engagement.

Learning resources

Required resources

Ruiz, P, Ruiz, C. & Martínez, R. (2011). Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response. Journal of Business Ethics , 99 (4), 587-608.

Nidumolu, R., Prahalad, C.K. & Rangaswami, M.R. (2009). Why sustainability is now the key driver of innovation. Harvard Business Review , September, 56-64.

Kahneman, D, Lovallo, D. & Sibony, O. (2011). Before you make that big decision. Harvard

Inkson, K., Gunz, H., Ganesh, S., & Roper, J. (2012). Boundaryless careers: Bringing back boundaries. Organization Studies , 33 (3), 323-340.

Robertson, I. & Cooper, C.L. (2011). Well-being: Productivity and happiness at work . UK: Palgrave Macmillan. [Available in E-book version]

Wren, D. (1994). The advent of scientific management and the emergence of management and organisation theory. In The Evolution of Management Thought , New Y: Wiley, 105-131.

Molinsky, A.L., Davenport, T.H., Lyer, B. & Davidson, C. (2012). Experience managing yourself: Three skills every 21 st -century manager needs: How to thrive in the new multicultural, non-hierarchical, distraction-filled world of work, Harvard Business Review , 90 (1-2), 139-143.

Schermerhorn, J.R. Jr. & Bachrach, D.G. (2015). Introduction to management (13 th edn/International Student Edition). Danvers: John Wiley & Sons.

Alvesson, M., & Willmott, H. (2002). Identity regulation as organizational control: Producing the appropriate individual. Journal of Management Studies , 39 (5), 619-644.

Hatch, M. J., Kostera, M., & Koźmiński, A. K. (2005). The three faces of leadership: Manager, artist, priest . Malden, MA: Blackwell Publishing.

Wilson, E. (2000). Inclusion, exclusion and ambiguity – The role of organisational culture. Personnel Review , 29 (3), 274 – 303.

Porter, M.E., & Kramer, M.R. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard Business Review , 84 (12), 78-92.

Ranjay, G. (2018). Structure that’s not stifling, Harvard Business Review , May/Jun, 96 (3), 68-79.

Moen, P., Kelly, E.L., Fan, W., Lee, S.R., Almeida, D., Kossek, E.E. & Buston, O.M. (2016). Does a flexibility/support organizational initiative improve high-tech employees’ well-being? Evidence from the work, family, and health network, American Sociological Review , 81 (1), 134–164.

Hall, D.T., Lee, M.D., Kossek, E.E. & Heras, M.L. (2012). Pursuing career success while sustaining personal and family well-being: A study of reduced-load professionals over time, Journal of Social Issues , 68 (4), 742-766.

Chapman, J. (2001). The work of managers in new organisational contexts. Journal of Management Development , 2 0(1), 55-68.

Watson, T. (2008). Sociology, work and industry (5 th edn). Oxford: Taylor and Francis. [Available in E-book version]

Hoffman, R., Casnocha, B., & Yeh, C. (2013). Tours of duty. Harvard Business Review , 91 (6), 48-58.

Foss, N.J. & Klein, P.G. (2014). Why managers still matter, Sloan Management Review , 56 (1), 73-80.

Davenport, T.H. (2009). Make better decisions, Harvard Business Review , 87 (11), 117-123.

Mankins, M. (2006) Stop making plans start making decisions. Harvard Business Review , 84 (1), 76-84.

Batt, R. & Doellgast, V. (2005). Organisational Performance in Services. In Holman,D., Wall, T.D., Clegg, C., Sparrow, P. & Howard, A., The Essentials of the New Workplace : A Guide to the Human Impact of Modern Working Practices , Hoboken, N.J. : John Wiley & Sons.

Nadolny, A. and Ryan, S. (2015) McUniversities revisited: A comparison of university and McDonald’s casual employee experiences in Australia. Studies in Higher Education , 4 0(1): 142-157.

Gursoy, D., Chi, C.G. & Karadag, E. (2013). Generational difference in work values and attitudes among frontline and service contact employees, International Journal of Hospitality Management , 32 (1), 40-48.

Knight C. & Haslam S.A. (2010). Your place or mine? Organizational identification and comfort as mediators of relationships between the managerial control of workspace and employees’ satisfaction and well-being. British Journal of Management , 21 , 717–735.

Mullins, L. J. (2016). Management and organisational behaviour (11 th edn). Harlow : Pearson. [Available in E-book version]

Lyons, S. Schweitzer, L. & Ng, E.S.W. (2015). How have careers changed? An investigation of changing career patterns across four generations. Journal of Managerial Psychology , 30 (1), 8-21.

Christensen, C. & Raynor, M. (2003). Why hard-nosed executives should care about management theory. Harvard Business Review , September, 67-74.

Nohria, N., Groysberg, B., & Lee, L. (2008). Employee motivation: A powerful new model. Harvard Business Review , 86 (7/8), 78-84.

Fleming, P. & Sturdy, A. (2011). ‘Being yourself’ in the electronic sweatshop: New forms of normative control. Human Relations , 64 (2), 177-200.

Cosh, A., Fu, X., & Hughes, A. (2012). Organisation structure and innovative performance in different environments. Small Business Economics , 39,301-317.

Watson, T. (2006). Organising and managing work (2nd edn). Essex: Pearson Education Ltd.

Where it fits

MGW1010 is part of 2 areas of study in the 2020 handbook.

Contacts

Chief Examiners
Associate Professor Motoki Watabe
Dr Yit Sean Chong

Common questions

What are the prerequisites for MGW1010?

MGW1010 has no prerequisites.

What can I take after MGW1010?

MGW1010 is a prerequisite or corequisite for 21 units, including BEW3555, MGB2200, MGB3120, MGB3249, MGB3684 and MGC2021. Those lead on to 28 units in all.

When is MGW1010 offered?

In 2020, MGW1010 runs in Semester 1 and Semester 2 at Malaysia.

How much work is MGW1010?

The handbook expects about 144 hours of study across the semester. No students have rated its difficulty yet.

Does MGW1010 have an exam?

No. MGW1010 has 1 assessment task and no exam.

Which majors and minors include MGW1010?

MGW1010 is part of Management.

More details

Credit points
6
Level
1
Study level
Undergraduate
Faculty
Faculty of Business and Economics
Organisational unit
Department of Management
Type
Coursework
EFTSL
0.125
Student contribution
SCA Band 3
Study abroad
Not available
Handbook years
20202021202220232024202520262027