INTRODUCTION
The purpose of this report is to discuss key elements of the course GBAT9100‐ Introduction to
Management that I believe will have the most impact on my current work methodology.
GBAT9100 course has twelve study units, which familiarises students to issues that affects organisation and people. Its aim is to provide participants an opportunity to critically evaluate commonly held assumptions about business and organisations while developing important study skills (MBT program, Course Overview, p.9).
After critically reflecting on my past work experience, knowledge and skills that I already have and those I require to be successful in my career as a manager, I identified the importance of communication, understanding organisational structure/design and managing diversity in workplace as key elements of this course. In this report I will discuss these three elements and evaluate its impact on my current work methodology.
1. COMMUNICATION ‘Communication is the transfer and understanding of meaning’, (Robbins, et al, 2009) and it is very important medium for human interaction. All managerial tasks such as organising work, managing people, delegating tasks involves communication, it is about receiving and disseminating information. Oral or spoken communication is the preferred form of communication for managers (De Janasz et al, 2009) as you can base your interaction on other party’s nonverbal cues. Studies have found over 90% of a meaning in a conversation comes from nonverbal cues (MBT study guide). Nonverbal communication involves relaying and receiving information of body language e.g. gestures and facial configurations. Given multicultural workforce due to globalisation it is essential to understand intercultural nonverbal communication.
Written communication is the most effective channel of communication when a formal or official record is needed (De Janasz et al, 2009). e.g. memos, letters, marketing plan, tender/quotation and any other form that transmits written words. Ineffective or misunderstood communication in personal life may embarrass us but may result in serious consequences in professional life, as Blundell argues (2004) for effective communication ‘it is important to identify, understand and overcome communication barriers’.

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1.1 MY EXPERIENCE
I coach a local cricket team which is managed by a community club. I lodged a protest against the outcome of one of the games as I believed it wasn’t played within the rules and guidelines governed by club cricket association. All coaches have this rule book (Written communication).
I explained my interpretation of the rule in question and reason behind my protest to our club secretary. The decision was made to dispute the match result (result of verbal communication) and discuss this matter at the cricket clubs association’s general meeting.
Prior to this meeting our club officials reconsidered, deciding not to pursue this matter any further. I was invited to discuss the club’s reasoning behind this decision. The discussion turned into argument between myself and club officials, though we discussed the matter in normal tone there was finger pointing, raised eyebrows and slamming table (gestures of angry state of mind‐ nonverbal cues).
After reflecting on the situation I identified communication barriers that contributed to this conflict. Club officials alleged that I didn’t lodge protest within set time frame and didn’t respond to emails sent to me by club officials. I sighted copies of alleged emails that I never received (technological barrier). Most of the conversation was conducted via telephone hence formal official record was not available. Discussed matter was misunderstood by both parties, club secretary perceived that I didn’t want to pursue the matter but I was under impression that we as a club were lodging the protest against the result and have provided all evidence.
1.2 FINDINGS
Outcome could have been different if both parties would have followed effective methods of managing communication barriers such as using feedback, simplifying language, listening actively, constraining emotions and watching non‐verbal cues. As a manager, it is important for me to understand the process of communication and identify barriers. I believe to ensure accuracy of message it is important that I provide feedback to the sender and request feedback from the receiver.

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2. ORGANISATIONAL STRUCTURE & DESIGN
An organisation is ‘a deliberate arrangement of people to accomplish specific purpose’
(Robbins et. al. 2000 p.5). One person working alone is not an organisation; it takes people to perform necessary work to achieve organisational goals. To enable its people to carry out their work effectively, all organisations develop deliberate organisational structure, it ‘establishes reporting relationship, communication channels and hierarchy in an organisation’ (Hill, Jones and Galvin 2004). As set out by Childs (1984 p.5), there are six key elements of organisational structure, which can affect organisation performance if any of these elements is poorly designed. 2.1 MY EXPERIENCE
Organisation structure at my current employer is a functional structure (Figure 2.1), jobs are divided up through work specialisation (MBT Study Guide 2010, Unit 4, p.9) e.g. electricians, fitter, machinists, accounting and then group back together through departmentalisation
(Robbins et. al. 2000 p. 353) so that common tasks can be coordinated. For instance, general manager manages site operation through various departments such as engineering, administration and sales. Coordination of all these departments is required to produce company’s goods and services (Waddell, Devine, Jones and George 2008:354). Organisational chart (Figure 2.1) clarifies line of authority which links each individual to top of the organisation through other managerial positions (Duncan 1989). Though functional departmentalisation structure of our organisation shows characteristics of traditional hierarchical design, departmental managers are given the discretion to make decisions for their respective departments (Decentralisation) for instance, lower level managers prioritise work, buy tools, revise work procedure to improve quality and efficiency.
(INSERT CURRENT ORGANISATION CHART HERE)
A few weeks after taking on responsibilities as engineering department head, I began hearing complaints about inefficiency in engineering department. I critically evaluated change in the organisational structure and identified that unintentional creation of Matrix design (Bratton et al 2007 p. 404) as major the factor that contributed to inefficiency of engineering department.
By creating new position as an engineering department head without dissolving workshop manager’s authority, employees from engineering department are now accountable to two

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managers, engineering department head and workshop manager. This duality of authority lead to conflicts between engineering department head and workshop manager, both managers started competing for resources which resulted in delay in projects completion. For instance, as an engineering department head I scheduled work for Appin Colliery’s project which involved fabrication of structure at our site and then installation at Appin Colliery. After consulting with me on completion date, plant manager from Appin Colliery organised crew from installation on site but we could not finish fabrication on time because workshop manager redirected engineering department’s resources to different project. This highlights the need of special training in interpersonal skills (Kolodny, 1979, 1981). Though organisation is decentralised, engineering department head is required to get approval of workshop manager for any actions planned for engineering department which resulted in delay in decision making process.
2.2 FINDINGS
In the report to general manager, I suggested redesigning of organisation structure (Figure 2.2) to eliminate effects of Matrix design which created dual authority resulting in confused employees, conflicts and delay in decision making process. The organisation structure I believe will best serve our organisation would be Divisional Structure, where separate business units produce a specific product or service for specific customer (Waddell et. al. 2008 p. 355).
Engineering department as suggested in my recommendations will serve our engineering customers and will also support mining operation as needed, by treating mining operation as internal customer (separate cost centre). By creating separate divisions engineering department head will gain greater control over labour process (Clegg and Dunkerley 1980:1) which will improve efficiency.
The recommendations I suggested after critically evaluating current organisational design and applying theory that I learnt is currently under review.

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3. MANAGING DIVERSITY
Diversity management requires recognising the differences among employees. Differences in the workplace include race, gender, age, religion, political preferences, other differences have surfaced in 21st century are single parenting issues, special dietary preferences, gay and lesbians. These differences are managed by most conscientious employers and managers; however there are many workplaces where discrimination still occur, individuals are treated less fairly than others because of their differences (MBT Study Guide 2010, Unit 8 p. 7) e.g. up to end of 2002 Virgin Blue airline did not hire a cabin crew over the age of 36 (Todd 2005
Sydney Morning herald, 11 October, p. 2). It is important for managers and employees to recognise actions that prove discrimination has taken place and ramifications of discriminatory practices. Human nature do not always match what individual think, therefore there are anti‐ discrimination laws and regulations in place in Australia and breach of these laws can incur heavy penalties.
3.1 MY OBSERVATION
However anti‐discrimination regulations do not always have desired effect, Burrow (2004, pp.884‐891) observes that two decades after the introduction of the Sexual Discrimination Act women still do not get equal treatment in the workplace, e.g. weekly take home salary of women is almost $300 less on average than men. Employers are well aware of direct discrimination and support anti‐discrimination regulations but multiplicities of regulations
(separate state and federal legislations) creates confusion and add to regulatory costs
(Anderson, 2004 pp. 905‐913). The compliance costs could be better utilised for comprehensive training and education programs rather than the compliance burden on employers and provide little benefit to employees (MBT Study Guide 2010, Unit 8, p.8).
Thus, it is important for managers to understand that legislations e.g. Equal Employment
Opportunity (EEO) promotes representative system‐ preferential system to formerly disadvantaged groups, Kranz (1974, p.434) argues that the appropriate criteria for employment should be based on merit. It is important for managers to develop human resources policies that would go beyond EEO and contribute to achieve organisational goals rather than issues associated with equality (Kramar 1996). Diversity at workplace, if properly managed can give competitive advantage to business (Bartz et al 1990, p. 321).

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