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The Dynamic New Workplace
Planning Ahead — Chapter 1 Study Questions
What are the challenges of working in the new economy? What are organizations like in the new workplace? Who are managers and what do they do? What is the management process? How do you learn the essential managerial skills and competencies?
Management 8/e - Chapter 1
Overview of the New Workplace
A highly competitive global economy has created
unparalleled opportunities and unprecedented uncertainties. Smart people and smart organizations create their own futures. Companies with a future are committed to people. Companies with a future have high performance expectations and provide supportive work environments. High performing companies gain extraordinary results from people.
Management 8/e - Chapter 1
Study Question 1: What are the challenges of working in the new economy?
Intellectual capital … – People are the the ultimate foundations of organizational performance. – Intellectual capital is the collective brainpower or shared knowledge of a workforce that can be used to create value. – A knowledge worker adds to the intellectual capital of an organization.
Management 8/e - Chapter 1
Management 8/e .Study Question 1: What are the challenges of working in the new economy? Globalization … – National boundaries of world business have largely disappeared. and business competition that characterize the new economy. – Globalization is the worldwide interdependence of resource flows.Chapter 1 5 . product markets.
Management 8/e .Study Question 1: What are the challenges of working in the new economy? Technology … – Continuing transformation of the modern workplace through: • • • • The Internet World Wide Web Computers Information technology – Increasing demand for knowledge workers with the skills to fully utilize technology.Chapter 1 6 .
Chapter 1 7 . Management 8/e . – A diverse and multicultural workforce both challenges and offers opportunities to employers. religion and able-bodiedness etc.Study Question 1: What are the challenges of working in the new economy? Diversity … – Workforce diversity reflects differences with respect to gender. race. age. ethnicity.
Study Question 1: What are the challenges of working in the new economy? How diversity bias can occur in the workplace: – Prejudice – Discrimination – Glass ceiling effect Management 8/e .Chapter 1 8 .
Chapter 1 9 . Ethical expectations for modern businesses: – Integrity and ethical leadership – Natural environment – Consumer protection – Human rights Management 8/e .Study Question 1: What are the challenges of working in the new economy? Ethics – Code of moral principles that set standards of conduct.
– People must make sure that their skills are portable and of current value in employment markets. and part-time workers. – People must be prepared to be any one of these types of workers.Chapter 1 10 . contract workers. Management 8/e .Study Question 1: What are the challenges of working in the new economy? Careers … – Core workers.
Chapter 1 11 .Study Question 2: What are organizations like in the new workplace? Critical skills for success in the new workplace … – – – – – – Mastery Contacts Entrepreneurship Love of technology Marketing Passion for renewal Management 8/e .
Organizations provide useful goods and/or services that return value to society and satisfy customer needs. Systems have various kinds Management 8/e .Study Question 2: What are organizations like in the new workplace? Organization A collection of people working together to achieve a common purpose. System Components or parts working together interdependently to achieve a common purpose.Chapter 1 12 .
– Interact with their environments.Study Question 2: What are organizations like in the new workplace? Organizations are open systems – Composed of interrelated parts that function together to achieve a common purpose. Management 8/e . – Transform resource inputs into product outputs (goods and services). – Environmental feedback tells organization how well it is meeting the needs of customers and society.Chapter 1 13 .
1 Organizations as open systems.Figure 1.Chapter 1 14 . Management 8/e .
• Nonprofit organizations add wealth to society. – Value is created when an organization’s operations adds value to the original cost of resource inputs. Management 8/e .Chapter 1 15 .Study Question 2: What are organizations like in the new workplace? Organizational performance – ―Value creation‖ is a very important notion for organizations. – When value creation occurs: • Businesses earn a profit.
• Doing the things right Management 8/e .Chapter 1 16 . • Doing the right things – Efficiency • An input measure of the resource costs associated with goal accomplishment.Study Question 2: What are organizations like in the new workplace? Organizational performance – Productivity • An overall measure of the quantity and quality of work performance with resource utilization taken into account. – Effectiveness • An output measure of task or goal accomplishment.
Management 8/e .Figure 1.2 Productivity and the dimensions of organizational performance.Chapter 1 17 .
Too Much Emphasis on Effectiveness Efficiency Effectiveness The job gets done. But … Available resources are wasted Management 8/e .Chapter 1 18 .
Chapter 1 19 .Too Much Emphasis on Efficiency Effectiveness The job does not get done. because … Efficiency Available Resources are underutilized Management 8/e .
Chapter 1 20 . And … Efficiency Available resources are not wasted Management 8/e .Balanced Emphasis on Both Effectiveness The job gets done.
Study Question 2: What are organizations like in the new workplace? Workplace changes that provide a context for studying management … – – – – – – – – Belief in human capital Demise of ―command-and-control‖ Emphasis on teamwork Preeminence of technology Embrace of networking New workforce expectations Concern for work-life balance Focus on speed Management 8/e .Chapter 1 21 .
Study Question 3: Who are managers and what do they do? Importance of human resources and managers … – ―Toxic workplaces‖ treat employees as costs. – Managers must ensure that people are treated as strategic assets. Management 8/e .Chapter 1 22 . – High performing organizations treat people as valuable strategic assets.
Study Question 3: Who are managers and what do they do? A manager is a person in an organization who directly supports and helps activate the work efforts and performance accomplishments of others. The people who managers help are the ones whose tasks represent the real work of the organization. Management 8/e .Chapter 1 23 .
Management 8/e . – Team leaders or supervisors — in charge of a small work group of non-managerial workers.Study Question 3: Who are managers and what do they do? Levels of management – Top managers — responsible for performance of an organization as a whole or for one of its larger parts.Chapter 1 24 . – Middle managers — in charge of relatively large departments or divisions.
Chapter 1 25 . – Recommend pay raises and new assignments. – Clarify goals and tasks. and train team members.Study Question 3: Who are managers and what do they do? Responsibilities of team leaders: – Plan meetings and work schedules. – Appraise performance and counsel team members. – Recruit. and gather ideas for improvement. Management 8/e . develop.
– Coordinate with others teams and support the rest of the organization. – Inform higher levels of work unit needs and accomplishments.Chapter 1 26 .): – Encourage high performance and teamwork. Management 8/e .Study Question 3: Who are managers and what do they do? Responsibilities of team leaders (cont. – Inform team members about organizational goals and expectations.
– Functional managers are responsible for a single area of activity. – General managers are responsible for more complex units that include many functional areas. – Staff managers use technical expertise to advise and support the efforts of line workers. – Administrators work in public and nonprofit organizations. Management 8/e .Chapter 1 27 .Study Question 3: Who are managers and what do they do? Types of managers – Line managers are responsible for work activities that directly affect organization’s outputs.
Management 8/e .Study Question 3: Who are managers and what do they do? Managerial performance and accountability – Accountability is the requirement of one person to answer to a higher authority for relevant performance results.Chapter 1 28 . – Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work.
Chapter 1 29 . – QWL indicators: • • • • • • Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individual rights Pride in work itself and in the organization Management 8/e .Study Question 3: Who are managers and what do they do? Quality of work life (QWL) – An indicator of the overall quality of human experiences in the workplace.
Chapter 1 30 . Management 8/e . – Help others develop their skills and performance competencies. – Create a work environment that is performance- driven and provides satisfaction for workers. – Foster teamwork.Study Question 3: Who are managers and what do they do? High performing managers … – Build working relationships with others.
Chapter 1 .Study Question 3: Who are managers and what do they do? The organization as an upside-down pyramid … – Each individual is a value-added worker. – The best managers are known for helping and supporting. 31 Management 8/e . – A manager’s job is to support workers’ efforts.
Figure 1. Management 8/e .3 The organization viewed as an upside-down pyramid.Chapter 1 32 .
All managers are responsible for the four functions. organizing. leading.Study Question 4: What is the management process? Management is the process of planning.Chapter 1 33 . The functions are carried on continually. and controlling the use of resources to accomplish performance goals. Management 8/e .
Chapter 1 34 .Study Question 4: What is the management process? Functions of management … – Planning • The process of setting objectives and determining what actions should be taken to accomplish them. and arranging the coordinated activities of individuals and groups to implement plans. allocating resources. Management 8/e . – Organizing • The process of assigning tasks.
comparing results to objectives. – Controlling • The process of measuring work performance. Management 8/e .Chapter 1 35 . and taking corrective action as needed.Study Question 4: What is the management process? Functions of management … – Leading • The process of arousing people’s enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives.
Management 8/e .Figure 1.4 Four functions of management.Chapter 1 36 .
Study Question 4: What is the management process? Managerial activities and roles … – Interpersonal roles • Involve interactions with persons inside and outside the work unit. Management 8/e . – Informational roles • Involve giving. Decisional roles • Involve using information to make decisions in order to solve problems or address opportunities. and analyzing of information. receiving.Chapter 1 37 .
Chapter 1 38 . Management 8/e .Figure 1.5 Mintzberg’s 10 managerial roles.
– Managers work with many communication media. – Managers work largely through interpersonal relationships. – Managers work at an intense pace. – Managers work at fragmented and varied tasks.Chapter 1 39 .Study Question 4: What is the management process? Characteristics of managerial work … – Managers work long hours. Management 8/e .
Management 8/e . – Networking • Process of building and maintaining positive relationships with people whose help may be needed to implement one’s work agendas. • Include goals and plans that span long and short time frames.Study Question 4: What is the management process? Managerial agendas and networks … – Agenda setting • Development of action priorities for one’s job.Chapter 1 40 .
– Conceptual skill — the ability to think critically and analytically to solve complex problems. – Human skill — the ability to work well in cooperation with others.Chapter 1 41 .Study Question 5: How do you learn the essential managerial skills and competencies? Essential managerial skills – Skill — the ability to translate knowledge into action that results in desired performance. Management 8/e . – Technical skill — the ability to apply a special proficiency or expertise to perform particular tasks.
6 Katz’s essential managerial skills.Chapter 1 42 . Management 8/e .Figure 1.
organizing. and decisional roles. Management 8/e . leading.Chapter 1 43 . interpersonal. – Agenda setting and networking. – Informational. and controlling.Study Question 5: How do you learn the essential managerial skills and competencies? Managerial competency … – A skill-based capability that contributes to high performance in a management job. – Managerial competencies are implicit in: – Planning.
Chapter 1 44 .Study Question 5: How do you learn the essential managerial skills and competencies? Competencies for managerial success: – Communication – Teamwork – Self-management – Leadership – Critical thinking – Professionalism Management 8/e .
Chapter 1 45 . Management 8/e . – The reality of work • Employees either manage or are managed. • Successful managers receive significant monetary rewards for their efforts. – Rewards and challenges of being a manager • Management offers challenging.Why Study Management? The Value of Studying Management – The universality of management • Good management is needed in all organizations. exciting and creative opportunities for meaningful and fulfilling work.
7 Understanding Management from Theory to Practice. Management 8/e .Chapter 1 46 .Figure 1.
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