Week 1 - Lecture Slides (EN) v4 - 19 slides

1.

MANAGEMENT · WEEK 1 · ONLINE SESSION
What is management?
The real work of managers
Beyond the folklore: what managers actually do all day —
and what it takes to do it well.
1h interactive lecture + 1h practice
L.N. Gumilyov Eurasian National University
English-medium · Master level
Your semester: a group research project on one real organisation
MANAGEMENT · Week 1 · Slide 1

2.

ABOUT THIS COURSE · FIRST SESSION
Management — what we do for 15 weeks, and how
What this course is
Your weekly rhythm
• How organisations are managed: plan, organise, lead, control —
learned on real cases, not definitions.
• Format: 15 weeks × (1h interactive lecture + 1h practice), fully
online.
• Spine of the course: each team of 3–4 studies one real
organisation (company, clinic, university office, akimat
department, school, family business) and writes a management
diagnostic report.
• Four milestones: Weeks 4 · 9 · 13 · final in Week 15.
• Before class: read ~60–90 minutes, then send a one-page Prep
Memo.
• Live session: concept blocks + case work + team practice — you
will be asked to speak.
• After class: apply the idea to your target organisation.
• Readings: Robbins & Coulter (or Daft) plus classic articles
(Mintzberg, Porter, Herzberg, Kotter …).
One promise: no passive listening. Every session has something to do, and everything you do feeds your team’s final report.
MANAGEMENT · Week 1
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3.

ASSESSMENT & THE RULES OF THE ROOM
How you are graded — and how we work together
Assessment — 100%
Rules of the room (online)
• Participation & case preparation — 15% (cold-call readiness,
quality of contributions, peer-rated teamwork).
• Join live with your real full name; cameras optional, voice
participation expected.
• Weekly prep memos — 15%: twelve memos, best ten count; one
page each.
• Read before class — cold calls are fair game.
• Midterm case write-up — 20%: individual, in-class, open notes,
Week 8.
• Deadlines: memos due 23:59 the day before class; late = half credit
within 48h, then zero.
• Group research project — 40%: M1 5 · M2 10 · M3 10 · final report
10 · presentation 5.
• Integrity: your own words; AI for language help only — the analysis
must be yours; plagiarism = 0.
• Reflection letter — 10%: individual, Week 15.
• Every team member presents at least once; confidential peer rating
adjusts individual marks.
• One speaker at a time: raise hand or write in chat.
• Missed a session? Watch the recording and send a three-line catchup note.
MANAGEMENT · Week 1
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4.

SEMESTER ROADMAP
The 15-week roadmap
WEEK 1 What is management? The manager’s real
day
WEEK 2 Organisations as open systems: PESTEL
WEEK 3 Industry analysis and strategy: five forces
WEEK 4 ★ M1 Strategy, structure and organisational
WEEK 5 Process management and the value chain:
design
SIPOC
WEEK 7 Planning, goals and numbers · project clinic
WEEK 8 ★ MIDTERM Motivation I: needs · midterm
WEEK 9 ★ M2 Motivation II and performance
1
case write-up
management
WEEK 10 Leadership: beyond management
WEEK 11 Power, delegation and control systems
WEEK 13 ★ M3 Culture, change and innovation
WEEK 14 Management models around the world
WEEK 6 Decision-making: rational, bounded, group
WEEK 12 Information, the manager and governance
WEEK 15 ★ FINAL Integration: management in the
age of AI
Every week: 1h lecture + 1h practice · read before class + a one-page prep memo · ★ = project checkpoint
Question: which of these 15 weeks interests you most? Type the number in the chat.
MANAGEMENT · Week 1
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5.

SEMESTER ARCHITECTURE
Four blocks and the checkpoints
The four blocks (15 weeks)
• I. Weeks 1–4: the manager and the environment — managers’
work, PESTEL, strategy, structure
• II. Weeks 5–7: processes and decisions — value chain and
SIPOC, decision-making, planning and numbers
• III. Weeks 8–10: people and leadership — motivation,
performance management, leadership
• IV. Weeks 11–15: control, culture, integration — power,
information and governance, change, AI era
Checkpoints
• Week 4: Milestone 1 — target profile (2 pages)
• Weeks 7–8: midterm case write-up — individual, in class
(20%)
• Week 9: Milestone 2 — structure, processes, decisions (3
pages)
• Week 13: Milestone 3 — people, leadership, control (3 pages)
• Week 15: final report 8–10 pages + 10-minute presentation
(40%)
Outcome: a management diagnosis of one real organisation — description, diagnosis, and three prioritised recommendations
Question: what one skill do you most want by the end of the semester? Type one word in the chat.
MANAGEMENT · Week 1
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6.

TODAY’S MAP
One question — three ideas — one practice mission
Today’s question: what do managers actually do all day?
1
Management defined
Getting results through other people —
efficiently and effectively.
2
The myth of the all-knowing manager
Mintzberg’s stopwatch: real work is
fragmented, verbal, role-switching.
3
Two maps + the skills you need
Fayol’s functions, Mintzberg’s ten roles,
and the super-technician trap.
Practice hour: dissect one manager’s real day · check your own skills · form your research team and shortlist the organisation your group will
study all semester.
MANAGEMENT · Week 1
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7.

IDEA 1 · MANAGEMENT DEFINED
Efficiency vs effectiveness: doing things right, or doing the right
things
Management = getting things done through other people, efficiently and effectively.
CLINIC A — EFFICIENT
CLINIC B — EFFECTIVE
100 patients a day
40 patients a day
Fast, low cost per patient — but a third of diagnoses are wrong
and patients return sicker.
Fewer patients, nearly all leave healthy — but slower and more
expensive per visit.
The excellent manager refuses to choose: 100 patients and correct diagnoses. Efficiency without effectiveness is waste;
effectiveness without efficiency is unaffordable.
MANAGEMENT · Week 1
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8.

IDEA 2 · MINTZBERG’S STUDY
The myth of the all-knowing manager — folklore vs fact
Folklore says …
Mintzberg’s stopwatch found …
• The manager is a reflective, systematic planner.
• Work is fragmented: half of all activities lasted under 9
minutes.
• The manager has no regular duties to perform.
• Managers need aggregated, formal reports.
• Management is a science and a profession.
• Rituals fill every day: ceremonies, negotiations, symbolic
duties.
• Managers crave current, specific, even juicy information — by
phone and gossip.
• Management is a practice: art + craft + analysis.
Why it matters for you: you cannot learn management from slides alone — you must practise judgement on real cases and real
organisations. That is exactly what this course is built to do.
MANAGEMENT · Week 1
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9.

IDEA 3A · TWO MAPS OF MANAGERIAL WORK
Fayol’s functions … and Mintzberg’s ten roles
Fayol (1916) — the tidy map: managers Plan · Organise · Lead · Control.
True as far as it goes — but real work never arrives in boxes labelled “planning”. Mintzberg’s map is messier and truer.
Interpersonal
Informational
Decisional
Figurehead
Monitor
Entrepreneur
symbolic duties, ceremonies
scanning for information
initiating change
Leader
Disseminator
Disturbance handler
motivating, developing people
sharing it inside
managing crises
Liaison
Spokesperson
Resource allocator
networks outside the unit
representing the unit outside
dividing resources
Negotiator
bargaining for the unit
Watch the roles collide — that collision is the job. One manager, same hour: figurehead, monitor and firefighter at once.
MANAGEMENT · Week 1
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10.

IDEA 3B · LEVELS AND SKILLS (KATZ)
Skills by level — and the super-technician trap
Top managers
Middle managers
Frontline managers
Set direction — see the whole organisation
and its world.
Translate strategy into daily work across
teams.
Supervise the daily work and the specialists
who do it.
Conceptual skills dominate; technical skills
fade.
Human skills matter at every level —
equally.
Technical skills matter most here.
The super-technician trap: brilliant engineers and doctors get promoted — then keep doing technical work instead of building the
team. Promotion is not a reward for past skill; it is a new job with new skills.
MANAGEMENT · Week 1
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11.

LIVE DEMO • A MANAGER’S MORNING
One morning, recorded the Mintzberg way
07:45
Phone call from the regional office: complaint report is late.
08:05
Stopped twice on the way to coffee: a resignation, a leave request.
08:15
Dashboard: call-centre wait times up 40% after the app update.
08:40
An angry VIP client demands to speak to the manager personally.
09:00
Opens yesterday’s report — reads two pages, interrupted by a server alert.
09:30
Approves a purchase, signs three letters, thinks: “I did nothing I planned.”
Not a bad manager — a normal manager. The question is not how to eliminate interruptions; it is how to manage inside them. Which roles
did you see collide?
MANAGEMENT · Week 1
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11

12.

INTEGRATION
Three ideas — and the “so what” for your research project
1
2
3
Management = results through
people
Real work is fragmented
Functions + roles + skills
Verbal, interruption-driven, role-switching —
the folklore is wrong.
And the fastest route to failure is the supertechnician trap.
Efficiently and effectively. Efficiency without
effectiveness is waste.
So what for your semester project: diagnose before you prescribe. Before recommending anything about your organisation,
understand what its managers actually do all day — the diary method you are about to practise is your first research tool.
MANAGEMENT · Week 1
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13.

PRACTICE HOUR • 60 MINUTES
One mission, three acts
Act 1 · 12 min · rooms
Act 2 · 10 min · main room
Act 3 · 15 min · rooms
A Day in the Life
Skills mirror
Found your research team
Classify 16 diary entries of one manager
into Fayol functions and Mintzberg roles.
Decide: what would you change about her
day?
Personal self-assessment — technical,
human, conceptual. Where is your growth
gap?
Write your charter and shortlist the real
organisation your group will study all
semester.
All semester: each team of 3–4 studies ONE real organisation — company, clinic, university office, akimat department, school or family
business — and produces a diagnostic report through four milestones.
MANAGEMENT · Week 1
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14.

CASE-01 · GROUP ANALYSIS
«Nur-Agro»: what should Askar do now?
Indicator
«Nur-Agro» is a dairy-processing company in Kostanay region. Askar
Zhaksybekov, 54, founded it in 2011 with three cousins, one used van and a
Revenue, m ₸
rented workshop. In 2026 the company employs 140 people, produces 42 tonnes Net margin, %
of dairy a day and sells under its own brand in four regions. Revenue has grown
On-time delivery, %
every year.
On paper this looks like a success story. Inside the company, three numbers tell
a different story: deliveries arrive late, customer complaints are rising, and the
supervisors who run the production lines keep leaving.
THE TRIGGER
2024
2025
2026
2 100
2 480
2 900
12
9
6
88
80
71
Complaints / 1 000 units
3.1
4.4
6.2
Supervisor turnover, %
12
26
40
Overtime, h per month
6
12
22
Decisions waiting
8
19
34
The retail chain that buys 55% of output has told Askar a supplier audit will
take place in six weeks. If delivery reliability and complaint rates have not
improved, the company is delisted from the chain’s shelves — about 30% of
revenue and roughly 35 jobs.
Askar has called an emergency meeting. He has one question: what
do I do now?
MANAGEMENT · Week 1
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15.

APPENDIX 1
Askar’s week — from his own diary
Day
What Askar actually did
Monday
06:40 call with a milk supplier about a price rise; 08:00 quality meeting (cut short by phone); 09:30 signs 42 invoices; 11:00 receives a
sales representative; 12:30 lunch eaten at the desk; 14:00 walks the plant floor; 15:00–19:00 firefighting: a broken filling machine; 20:30
answers e-mail at home.
Tuesday
07:00 interviews a candidate for a line-worker job; 08:30 approves a purchase of packaging; 10:00 answers three angry customer calls
personally; 11:30 boards a flight to Astana for a retail-chain meeting; 16:00 returns; 17:00 re-plans tomorrow’s production by phone.
Wednesday
08:00 bank visit; 09:00 quality complaint about a batch — orders a re-check; 10:30 meets the son-in-law about a schedule conflict;
12:00 works on a loan application (two hours, uninterrupted — the only block of the week); 15:00 signs contracts; 17:00 two supervisors
resign.
Thursday
07:30 truck breakdown — finds a repair service himself; 09:00 pricing discussion with sales; 11:00 visits a farm; 14:00 internal meeting
cancelled (the CEO had to visit a regional akimat); 18:00 returns, clears e-mail, 22 pending decisions remain.
Friday
07:00–12:00 at the plant, mostly interruptions; 13:00 payroll approval; 15:00 no formal management meeting; 17:00 starts writing next
week’s plan on paper — leaves it unfinished; 19:00 goes home.
Notice two facts: the only uninterrupted planning block in his week is two hours — and it is a loan application. Formal management meetings:
none.
MANAGEMENT · Week 1
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16.

APPENDIX 4
Voices from inside — the people who see it daily
ASKAR — OWNER AND CEO
«I built this from twelve people. If I stop for one week, everything stops with me. My people want decisions — I give them decisions.»
QUALITY MANAGER
«When a complaint comes, we fix the batch and move on. We never ask why it happened. I have asked for a quality system three times; the answer
was always: later.»
A SUPERVISOR WHO RESIGNED LAST MONTH
«I am responsible for 22 people, but I cannot change a schedule or approve small maintenance. I earn less than a forklift driver on the night shift. So I
left.»
A RETAIL-CHAIN BUYER
«Your product quality is fine. Your delivery promises are not. We are reviewing our supplier list in six weeks.»
THE SON-IN-LAW — PRODUCTION
«We are a family business. Family does not need written reports.»
MANAGEMENT · Week 1
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17.

DISCUSSION QUESTIONS
Group analysis: six questions
1. What is Askar’s job, in fact? Map the entries in Appendix 1 to
Mintzberg’s ten roles. Which roles dominate his week, and which are
almost absent?
2. Which of Fayol’s four functions is weakest at «Nur-Agro»:
planning, organising, leading or controlling? Give evidence from at
least two appendices.
3. Why do supervisors leave? Use Katz’s three skills. Is the «supertechnician trap» present here — and where exactly?
4. Design the next 90 days: what three actions do you take first, and
why in that order? Who is responsible for each?
5. What could go wrong with your plan — including the family
dimension? How would you manage that risk?
6. The audit is in six weeks. Write five lines on the actions that must
be visible by then.
One page per team: role map · weakest function with evidence · 90-day plan (3 actions, order, owner) · risk · five visible actions by the audit
Time: 30 min
MANAGEMENT · Week 1
Roles: scribe · timekeeper · reporter
Report: 90 seconds · one page
Slide 17

18.

TASK CARD 2 · ACT THREE · BREAKOUT ROOMS · 15 MINUTES
Found your research team — write the charter
Produce (Handout 4)
Targets that work well
• Team name; roles: team lead, analyst lead, writer-presenter,
scheduler.
• Target shortlist: three real organisations the team could
realistically study.
• Why each is researchable: insider access or rich public
information.
• Meeting rhythm and the rule if someone misses.
• Conflict rule for disagreements.
• A company or startup · a clinic or hospital department.
• A university office · an akimat or state-agency department.
• A school · a bank branch · a family business.
• Avoid giants with no access — choose an organisation you can
actually see.
Ethics line: use only public information and voluntary, anonymous conversations. No confidential data — this is a university study, not an
audit for the owner.
MANAGEMENT · Week 1
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19.

BEFORE NEXT WEEK
Assignments & deadlines
1
By Friday: confirm your target organisation and save it in your team folder.
2
Before next session: read Mintzberg, “The Manager’s Job”; submit Prep Memo 1 (three insights, one question, one application
to your target).
3
Teams: set your weekly meeting time and share the folder link with me.
4
Project calendar: Milestone 1 (target profile) due start of Week 4 — not this week, but it starts with Friday’s choice.
Next week: the organisation as an open system — the world outside your target. Head start: read the Robbins chapter and find three
public sources on your organisation.
MANAGEMENT · Week 1
Slide 19