Chapter One:

I n n o v a t i o n f o r Tu r b u l e n t T i m e s
Managers for Turbulent Times
• The nature of management is to motivate and coordinate others
• Management is undergoing a revolution
• From tight control to collaboration
• Doing more with less
• Change is natural
• Engage the whole employee
Why Innovation Matters
• Managers must focus on innovation
• Competitive advantage
• 86% of executives worldwide agreed that innovation is important
• Innovation keeps the organization growing
• Products
• Services
• Management Systems
• Production Processes
• Corporate Values
The Definition of Management
Management is the attainment of organizational goals in an effective and
efficient manner through planning, organizing, leading, and controlling
organizational resources

 Managers get things done through the organization

 Create right systems and environment

 Organizations need good managers

The Process of Management
Organizational Performance
• An organization is a social entity that is goal directed and deliberately structured.

• Organizational effectiveness – providing a product or service that customers value.

• Organizational efficiency refers to the amount of resources used to achieve and

organizational goal.
Relationship of Management Skills
Management Skills
• Three category of skills: conceptual, human technical

• The degree of the skills may vary but all managers must possess the skills

• The application of management skills change as managers move up

When Skills Fail
• Missteps and unethical behavior have been in the news
• During turbulent times, managers must apply their skills
• Common management failures:
• Not listening to customers
• Misinterpret signals from marketplace
• Don’t build teams
• Inability to execute strategies
• Failure to comprehend and adapt to change
• Poor communication and interpersonal skills
Management Types
Not all managers’ jobs are the same:
• First-line managers

• Middle managers

• Top managers/executives
Making The Leap: Becoming
A New Manager
• Organizations often promote star performers to management positions
• Becoming a manager is a profound transformation
• Move from being a doer to a coordinator
• Many new managers expect more freedom to make changes
• Successful managers build teams and networks
• Many make the transformation “trial by fire”
From Individual Performer to Manager
Do You Really Want to Be A Manager?
 The increased workload.

 The challenge of supervising former peers.

 The headache of responsibility for other people.

 Being caught in the middle.

Manager Activities
• Adventures in multitasking
• Activity characterized by variety, fragmentation, and brevity
• Less than nine minute on most activities
• Managers shift gears quickly

• Life on speed dial

• Work at unrelenting pace
• Interrupted by disturbances
• Always working (catching up)
Ten Manager Roles
Informational Decisional
 Monitor  Entrepreneur
 Disseminator  Disturbance Handler
 Spokesperson  Resource Allocator

Interpersonal  Negotiator

 Figurehead
 Leader
 Liaison
Manager Roles
• Manager roles are important to understand but they are not discrete activities

• Management can’t be practiced as independent parts

• Managers need time to plan and think

Managing in Small Business and
Nonprofit Organizations
• Small businesses are growing
• Inadequate management skills is a threat
• The roles for small business managers differ
• Entrepreneurs must promote the business

• Nonprofit organizations seek good managers

• Apply the four functions of management to make social impact
• More focus on costs
• Need to measure intangibles like “improving public health”
Management and the New Workplace
Rapid environmental shifts:

 Technology

 Globalization

 Shifting social values

The Transition to a New Workplace
New Management Competencies
• Empowering leadership style

• Collaborative relationships

• Team-building skills

Managers must rethink their approach to organizing,

directing, and motivating employees.
Managing Crisis and Unexpected Events
• Managers are dealing with increased turbulence and disorder
• Loss of computer data
• Racial discrimination
• Factory fires
• Workplace violence
• Globalization

• Unexpected events are happening more frequent than ever

Five Leadership Skills for Crisis Management
1. Stay calm.

2. Be visible.

3. Put people before business.

4. Tell the truth.

5. Know when to get back to business.

The Learning Organization
• All employees are engaged…
• Experiment
• Change
• Improve
• Learn

• Focus is problem-solving instead of efficiency

• Competitive advantage can be gained by increasing the capacity for employees to learn
Managing the Technology-Driven Workplace
• Today’s workplace is driven by technology

• Employees perform work on computers

• Workers are connected electronically around the world

• Machines have replaced factory work

• Companies are collaborating with customers

Management Perspectives over Time
Management Perspective: Scientific
Management Perspectives:
Bureaucratic & Administrative
Bureaucratic
• Subfield of classical perspective
• Lead by Max Weber
• Impersonal, rational management focused on efficiency

Administrative Principles
• Unity of command
• Division of work
• Unity of direction
• Scalar chain
Management Perspective: Humanistic

Understanding human behavior, needs and attitudes

• Human-Relations Movement – more enlightened treatment of employees.

• Human-Resources Perspective – focus on worker participation and considerate leadership.

Theory X and Theory Y
Management Perspective:
Behavioral Sciences Approach
• Draws from sociology, psychology, anthropology, economics and other disciplines

• Organizational development stems from this approach

• Improve organizational health and effectiveness
• Cope with change and improve relationships

• Greatly influenced management since 1970s

Management Science Perspective
Total Quality Management
• Associated with Japanese companies
• Emerged from W. Edwards Deming; “father of quality movement”
• Managing the entire organization to delivery quality
• Infuse quality in all activities and processes
• Employee involvement, customer focus, benchmarking, continuous improvement