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BUSI7280 Managing in a Global

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Context

Roshis Krishna Shrestha

PhD Candidate, Marketing
Research School of Management
Email: [email protected]
Acknowledgement To The Country
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Introduction to the Lecturer
Roshis Krishna Shrestha
PhD Candidate, Research School of Management

Email: [email protected]
Experience: CEO for several years in a high performing organisation in Nepal
Research Interests: Indigenous Tourism, Indigenous Knowledge Systems,
Indigenous Governance
Business Expertise: Strategy, International Business

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Course Structure
Module 1: Foundations of management Module 2: International Business –
– being a manager (micro) The Global Context (Macro)
• Evolution of management thinking • Challenges of Globalisation
• The nature of managerial work • Institutional environments
• Management psychology • Culture and ethics
• Managing People • International HRM
• Managing Teams • International Strategic Mgmt.
• Managing Organisations • Organising International Business

Delivered by: Roshis Krishna Shrestha Delivered by: Babita Bhatt, PhD

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 Management
Topic One: Foundations of
The Evolution of Management Thought

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Assessment – Weekly Learning Insights
• Weighted at 30% overall (in total)

• Your insights from each seminar – ideas you develop in the class, including in
group discussions - NOT from the slides or the notes provided.

• Submitted on line at the end of class

• Submitted by 4 PM (same day)

• Submitted on Week 2,4,6, 8 and 10.

• Example on Week 1.
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Assessment – Module 1 – Reflective Essay
• Weighting: 20%

• Students will write a short reflective essay that explores the leadership, meta-
cognitive and critical thinking skills you developed throughout the module.

• A detailed assignment brief is available on Wattle.

• Word limit: 1,500 words (+/- 10%)

• Assignment Opening Date: 12 August 2023

• Submission Date: 1 September 2023

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Topic Learning Outcomes
• Describe how management thinking has evolved over the years.

• Identify different approaches to management and their strengths and weaknesses.

• Establish a rationale for different ways of approaching management.

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Before we begin:
Thinking about an example of ‘good management’ that you have
personally witnessed, what were the key actions or characteristics of
that manager that led you to see them as a good example?

Link: https://anu.padlet.org/u6688129/management-
thinking-wtpy57bant3mll9p
Password: BUSI7280 Expected Time: 5 minutes
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Before we begin:
How would you describe the typical attributes or
qualities of a manager?
Study after study has shown that
(a) managers work at an unrelenting
pace,
Reality?? (b) their activities are typically
characterized by brevity, variety,
fragmentation and interruption, and
(c) they are strongly oriented to action.
Myth: The manager is a reflective, systematic planner.
Source: https://www.canstockphoto.com/really-good-performance-review-24636413.html

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Different Approaches to Management
Classical Approaches (Late 1800s – Early Management Science (mid 1900s)
1900s) – Assumption: People are rational
• Operations Management
• Scientific Method
• Management Information Systems
• Bureaucratic Management
• Administrative Management
Recent and Emerging Approaches (late 1990s
to early 21st century)
Humanistic Approaches (Early to Mid 1900s) • Systems Theory
– Assumption: People are social and self-
actualising • Contingency Perspective
• Human Relations Management • Total Quality Management
• Human Resources Management • Learning Organisations
• Theories of Motivation (Theory X and • Technology Driven Workplace
Theory Y) • Evidence-based Management
• Behavioural Sciences Approach
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Different Approaches to Management
• Move from Good Centred Economy to Experience-based Economy

• Ethics and Social Responsibility

• Shaped by macro-trends or vice versa:

• Machine Technologies shaped Industrial Revolution which shaped Cultural Changes

• IT Driven Transformations in Mid 1990s

AI Driven Transformations in the Future (?)

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Classic Management Thinkers
Frederick W. Taylor (1856-1915) is Mary Parker-Follett (1868-1933) who stressed
considered the father of scientific the importance of people rather than engineering
management, a perspective that techniques and addressed ethics, power, and
emphasised scientific changes in empowerment
management to improve labor Elton Mayo – Hawthorne Studies
productivity. Lillian and Frank Gilbreth – Motion Studies
Henry Gantt – the Gantt Chart

Henri Fayol (1841-1925), Henry Mintzberg (born 1939), has written

identified the well-known 14 extensively on management, strategy and
principles of management. management education.

Max Weber (1864-1920) Peter Drucker (1909-2005), management

introduced the idea that consultant and educator, described as the
organisations should operate as a founder of modern management.
system and emphasized Introduced the term ‘knowledge worker’.
separation of ownership and Management thought leader.
management.

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Contemporary Management Thinkers
Denise Rousseau, Professor at Carnegie Adam Grant – human relations, original thinkers
Mellon University, developed the Adam Grant is a well-known organizational
concept of the psychological contract, psychologist, professor, and author who has
past president of the AOM, strong early made notable contributions to the field of human
advocate for EBM. relations and the study of original thinkers.

Amy Edmondson – Psychological Safety

W. E. Deming – Systems thinking. Amy Edmondson, a professor at Harvard
Famous for TQM, 14 points of Business School, is renowned for her extensive
Management, PDCA (Plan-Do-Check- research and contributions to the concept of
Act) Cycle psychological safety in organisations.

Peter Senge – learning organisations

Senge's work has had a significant
impact on how organizations approach
learning, change, and adaptability.

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Guru Time: Gary Hamel
Gary Hamel on the Future of Management

• Highly influential management thinker known for his innovative and provocative
insights on management innovation, strategy, and organizational transformation.

• Hamel challenges traditional management practices and advocates for more

decentralized and empowered organizations.

• Popular Books: ‘The Future of Management’ and ‘What Matters Now’

Gary Hamal on the future of Management: https://youtu.be/YYaYwCA-FaM

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What is the Future that you see?

Use the tools at your disposal and share your version of the future. Surprise Us!!! [20 mins]

Padlet Link: https://anu.padlet.org/u6688129/what-is-the-future-that-you-see-53nierp4ep3l4lhu

Password: BUSI7280
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Future proof management?
• Shift caused by pandemic
• Global recession
• Changing Environmental regulation
• Changing Consumer Demands
• Sustainability in the face of
consumerism
• This is where we often go back to
fundamentals
Source: Birkinshaw, J. (2022). How incumbents survive and thrive. Harvard Business Review, 100(1-2), 36-42.
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Future proof management?
• Know and understand the purpose of your business and base your
objectives on achieving this purpose;

• Understand what motivates your employees in terms of what they

find challenging and stimulating;

Julian BIRKINSHAW • Empower all employees to make decisions relevant to their role and
A Professor of Strategy and to achieving the purpose of the business; and
Entrepreneurship at the
London Business School.
• Establish and encourage an organizational culture where processes
Famous for research on
organizational emerge in response to the task, context and objectives, rather than
ambidexterity. being directed by tightly controlled guidelines or bureaucracy.

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Future of Management: Research (?)
• We reviewed industry reports from five countries: Australia, Canada, US, UK,
Hong Kong, South Africa, Scandinavian

• Academic Articles

• Identified what the future-proof management looks like:

• Cognitive Agility (back and forth; openness and focus)

• Strategic Foresight
• Stewardship and Accountability
• Prudence and Compliance among others…
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BREAK TIME: 10 MINUTES
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 Organisational Sensemaking

Source: https://informationmatters.org/2022/10/collaborative-sensemaking-the-starting-point-of-intelligent-information-use-by-teams-and-groups/
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Organisational Sensemaking
• Weick (1999) suggests that sensemaking, is the process of making sense of ambiguity and
uncertainty, or equivocality.

• Sensemaking arises out of human interaction as people attempt to make sense of an

ambiguous situation (Sandberg & Tsoukas, 2015, p.4)

• Active sensemaking is the engaged, conscious, intentional collection and integration of

information leading to thoughtful judgment and informed decision making.

• Passive sensemaking – an often submissive, acceptance of ‘knowledge’ or information

without consideration, critique or questioning its relevance, truth, basis or underlying
assumptions

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Organisational Sensemaking
• Sensemaking involves individuals engaging in retrospective and prospective thinking in order
to construct an interpretation of reality (Sonenshein, 2010, p.479).

• Sensegiving is a related process by which individuals attempt to influence the sensemaking of

others (Sonenshein, 2010, p.479).

• Sensebreaking is the destruction or breaking down of meaning. Occurs when people stop to
question their underlying assumptions and re-examine their course of action (Maitlis &
Christianson, 2016, p.69).

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Organisational Sensemaking
Confrontations with extreme
events can be powerful
triggers that mobilise and
perpetuate decision making
and action as they tend to
‘shatter fundamental
assumptions’ and ‘trigger
sensemaking about the event,
the self, and often the world
at large’.

Future is best explained by

sci-fi (?)
Source: van der Giessen, M., Langenbusch, C., Jacobs, G., & Cornelissen, J. (2022). Collective sensemaking in the local response to a grand challenge: Recovery, alleviation and change-oriented
responses to a refugee crisis. Human Relations, 75(5), 903-930.

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Class Activity
Hypothetical Case Study

You are a consulting team working with a food service delivery start-up that witnessed a
remarkable surge in demand from 2020 to 2022, with a Compound Annual Growth Rate
(CAGR) of 50%. However, in 2023, the company experienced a significant decline in
demand for its services. The company has plans to go public in 2024, and the recent
negative shift in financial performance is causing concern for the CEO. Consequently,
the CEO has sought guidance from your team.

Questions:
1. Rationalise the use of sensemaking theory.
2. Draw on your understanding of the theory and make suggestions.

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BREAK TIME: 5 MINUTES
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Evidence-Based Management
• From an evidence-based perspective the manager’s role is to seek out the best-available
evidence, relevant to these contingencies, and apply it in decision making pertinent to
achieving business outcomes.
• It is distinct from the universalist view held by classical management theorists who believed
that solutions that would work in one organisation would also work in another.
Benefits:
• Improved Decision-making
• Reduced Bias and Subjectivity
• Transparency and Accountability
• Holistic Approach
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What is Evidence?
• Information, Facts or Data.
• Evidence is foundation for logical
reasoning, decision-making, and scientific
inquiry are built.
• Evidence is used to provide support,
validation, or proof for an argument or
assertion.
• High quality, current and consistent
evidence with high degree of
trustworthiness

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EBM in Practice
• Six Stage process:
 Ask
 Acquire
 Appraise
 Aggregate
 Apply
 Assess

• Four sources of Data:

 Internal
 Practitioner
 Stakeholder
 Scientific

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Class Activity – Group Work
Scenario: A retail company is considering implementing a flexible work arrangement policy that allows
employees to have flexible working hours and remote work options.

Potential Claims:
Claim 1: Flexible work arrangements will increase employee job satisfaction and work-life balance.
Claim 2: Flexible work arrangements will improve employee productivity and retention.
Claim 3: Flexible work arrangements will lead to cost savings for the company.

Go to Google Scholar (https://scholar.google.com/) and check any source you think is relevant (only one).

Identify the findings and discuss in group:

1. What is the finding? Is it trustworthy? Why and Why not?
2. What additional type of data will you collect? Why?
3. Is the source credible? Why?

Share your insights in class. [10 minutes + 20 minutes]

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What's there next week?
Richard CAWSEY

• Founder and Managing Partner at Denali Venture

Partners.

• Experience of working in over five countries including

Canada, USA, UK, Japan and Korea.

• Passionate about building high-performance

organisations that serve the needs of their stakeholders.

• Specialties: Company transformation, strategy

acceleration, performance enhancement, performance
turnaround, leadership capital development, financial
capital management, governance and risk management,
mergers and acquisitions (buy-side, sell-side and
integration)
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Reflection of the Lesson

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 THANK YOU
Contact:

Roshis Krishna SHRESTHA

Research School of Management
E [email protected]

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