Chapter 1

Innovative Management for a

Changing World

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Innovative Management for
the New Workplace
 Rapid environmental shifts:
Technology
Globalization
Shifting social values
 In the new workplace, work is
free-flowing and flexible
Success depends on innovation and continuous
improvement

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 New Management Competencies

Managers
 do more with less
 engage hearts and minds
 see change as natural
 inspire vision and cultural values
 allow people to create a collaborative
workplace
 allow people to create a productive workplace

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Management Competencies
for Today’s World
 Management is the attainment of organizational
goals in an effective and efficient manner through
planning, organizing, leading, and controlling
organizational resources
 Today’s effective manager is an enabler who helps
people do and be their best.
 Today’s best managers are “future-facing.”
 Managers employ an empowering leadership style.

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 1.1 State-of-the-art Management
 I

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 1.2 What Do Managers Do?

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 1.3 The Process of Management

© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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 Organizational Performance
 Organization: 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 an organizational goal

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 Management Skills
 Three categories 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 the hierarchy

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 TECHNICAL & HUMAN
SKILLS
 Technical skills include mastery of the methods,
techniques, and equipment involved inspecific
functions such as engineering,manufacturing, or
finance.

 Human skills involve the manager’s ability to work

with and through other people and to work
effectively as a group member

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 CONCEPTUAL SKILLS
 Conceptual skills include the cognitive ability to see
the organization as a whole system and the
relationships among its parts.
 Conceptual skills involve knowing where one’s team
fits into the total organization and how the
organization fits into the industry, the community,
and the broader business and social environment.
 THINK STRATEGICALLY!

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 1.4 Relationship of
Skills to Management

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 1.5 Good Behaviors for Managers

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 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
Unable to motivate employees
Not building teams
Inability to create cooperation
Failure to clarify performance expectations
Poor communication and interpersonal skills

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 1.6 Top Causes of
Manager Failure

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 Management Types: Vertical
 Top managers: Responsible for the entire
organization
 Middle managers: Responsible for business units
 Project managers: Responsible for misinterpreting
signals
 First-line managers: Responsible for production of
goods and services

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 1.7 Management Levels

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 Management Types: Horizontal
 Functional managers: Responsible for departments
that perform specific tasks
 General managers: Responsible for several
departments

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 Making the Leap: Becoming
a New Manager
 Organizations often promote star performers to
management
 Becoming a manager is a 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 in a “trial by fire”

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 1.8 Making the Leap from Individual
Performer to Manager

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 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

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 Manager Activities
 Adventures in multitasking
Activity characterized by variety, fragmentation, and
brevity
Less than nine minutes on most activities
Managers shift gears quickly
 Life on speed dial
Work at unrelenting pace
Interrupted by disturbances
Always working (catching up)

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 Manager Roles
 Role: Set expectations for a manager’s behavior
 Every role undertaken by a manager accomplishes
the functions of:
Planning
Organizing
Leading
Controlling

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 1.9 Ten Manager Roles

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 Manager Roles
 Manager roles are important to understand but they
are not discrete activities
 Management cannot be practiced as independent
parts
 Managers need time to plan and think

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 1.10 Hierarchical Levels and
Importance of Leader and Liaison Roles

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 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
 Nonprofits need management talent
Apply the four functions of management to make
social impact
More focus on keeping costs low
Need to measure intangibles like “improving public
health”
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