There is a continuum between individuals, groups and teams with degrees of independence and collaboration. A group is defined here as a small set of people, from three to twenty, who have some degree of mutual interaction and shared objectives. A team is type of group which is highly interdependent, coordinated and with a strong sense of menbers' personal responsibility for achieving group outcomes. The basic types of groups include a set of formal groups (command/supervisory groups, project/task forces and committees) and informal groups.

Motivation is a set of forces that energise, direct and sustains behaviour. The source of motivations depends on characteristics of the individual, the job and the work situation. Examples of the individual includes needs, attitudes, and goals. Examples of the job include feedback, workload, tasks and discretion. Characteristics of the work situation include the immediate environment and organisational actions.

Blake and Mouton's managerial grid is a method that measures the degree that managers are task-orientated and people-orientated.

Leadership is a process of influence that can occur potentially anywhere in an organisation. It is not a set of behaviour limited to any role. Organisational leadership is defined as an interpersonal process involving attempts to influence other people in attaining some goal. Effective leadership is that which assists a group or an organisation to meet its goals and objectives and person successfully.

Decision making is a process of specifying the nature of a particular problem or opportunity and selecting between available alternatives to solve a problem or capture an opportunity. Decision making has two aspects; the act and the process. The act involves choosing between alternatives. The processes consists of formulating, identification of the problem or opportunity and acquiring relevant information and the solution being the desired course of action.

Objectives are end states or targets that an organisation's managers aim for. Plans are the means by which managers hope to reach the desired state. Planning is a decision making process that focuses on the future of an organisation andhow it will achieve its goals. Strategic plans focus on the broad future of the organisation and incorporate both external environmental demands and internal resources into managers' actions. They are typically 3-5 years in scale, and the most complex with high levels of interdependence.

Organisational structure is the sum of ways an organisation divides its labour into distinct tasks and coordinates them. Organisational design is the process of assessing the organisation's strategy and environmental demands and then determining the appropriate organisational structures. Organisational charts illustrate relationships between units and lines of authority between supervisors and subordinates. Differentiation is the extent to which tasks are divided into subtasks and performed by individuals with specialised skills.

Fundamentally, the objective of strategic management is to determine, create and maintain competitive advantage, the ability to win consistently in the long-term in a competitive situation. Competitive advantage is created through the achievement of five qualities; superiority, imitability, durability, non-substitutability and appropriability [ugh].

Managerial ethics is the study of morality and standards in business conduct. Corporate social responsibility is the obligations that corporations owe to their constituencies such as shareholders, employees, customers and citizens at large. Ethical dilemmas involve making a choice between two competing but valid options which both choices resulting in undesired outcomes. Ethical lapses are decisions contrary to an individual's stated beliefs and policies of the company.

Culture is defined in this course as a learned set of assumption, values and behaviours that have been accepted as successful enough to be passed to newcomers. Cultural differences may be extremely significant; for example, when asked whether managers must have at hand precise questions asked by subordinated, 73% of Indonesian and 78% of Japanese managers answered yes, whereas only 10% of Swedish and 18% of US managers did so. Cultural differences are significant in Australia; 43% of the population were either born overseas or have an overseas born parent.