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Student Self-administered case study

Principles of Management ‐  an Introduction
Case summary:

Case duration (Min): Principles of Management (PoM)

45-60

Introduction to PoM

Worldwide
This case considers what is meant by management from the perspectives of commercial and not‐for‐profit  organisations. Similarities and differences are considered and arguments from two people presented over three  short film clips.

Consider using role play  initially ‐ i.e. make one  group of students a profit  organization and the other  a not‐for‐profit and  encourage a debate on  what management means  to both.

Learning objectives:
Describe what is meant by the term 'management'. Identify the common functions of management. Contrast management within for profit and not‐for‐profit organisations.

Case problem:
What is management?

Page 1
Case media © Cornell University - Case study © Dr Phil Kelly 2009

First, if you are taking a taught management course then consult with your tutor and ensure that the case has not been scheduled into a teaching class or tutorial. If it has not: 1. Play/ read the media associated with the case. You may need to access the Internet and enter a URL to locate any video clips. 2. Attempt the Case study questions. Consider attempting the case study as a group exercise; you could form a study group with fellow students. 3. Check the suggested answers - remember these are suggestions only and there are often many possible answers. Discuss questions and answers with other students. 4. If you feel your answer(s) were weak then consider reading the relevant suggested readings again (also see the case study suggested references).

Title/ Media type
Organizational Management Is The Same Regardless of Profit or Non-Profit Sector.

URL/ Media  description
http://eclips.cornell.edu/themes.do?id=464&clipID=6040&tab=TabClipPage

Film

Christine DeVita States Organizational Management Is The Same Regardless of Profit or Non‐ Profit Sector. I understand that there is a perception that the kind of basic competencies of running an  organization‐ management, financial, mission, strategy, that somehow they change as you  move from the corporate world, to the non‐profit world, to the government world. And the  truth of the matter is, it's not true. That it is all ‐ organizational management is  organizational management. Whether you do it as a return for shareholders, whether you  do it to create a social benefit, the issues are all the same. Managing people is the same.  Being smart about your financial health. Being clear, and looking out into the future to  ensure that you do not overextend. If you are a company, you clearly do not want to over  leverage your balance sheet. If you are a foundation, you do not want to over commit from  multi‐year grants, funds in the future that you may not have if the market tanks. Careful and  prudent planning, not just for the current fiscal year you are in, but for two to three years  out does not disappear because you are working for a social return as opposed to a  shareholder return. The principles of good management, leadership, financial health,  strategic planning, execution, and measuring results are the same.

Not-For-Profits Answer To The Whole Community While Businesses Answer To Shareholders.

http://eclips.cornell.edu/themes.do?id=464&clipID=11763&tab=TabClipPage

Film

Roger Sibley States Not‐For‐Profits Answer To The Whole Community While Businesses  Answer To Shareholders. There's a lot of similarities I think in terms of organizational structure, accountability,  finance, you know, we've all got personnel rules, I mean you know, a lot of that stuff stays  fairly similar. There is an inherent difference between a for‐profit business and a not‐for‐ profit just by ownership. We are owned by the community, that is in nature being a not‐for‐ profit. So we don't have either a person or a partner or shareholders who buy stock. We're ...
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