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Chapter 1 management in turbulent times
 

Chapter 1 management in turbulent times

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    Chapter 1 management in turbulent times Chapter 1 management in turbulent times Presentation Transcript

    • Managing in Turbulent Times Chapter 1
    • Organizational Change  Pace continues to accelerate  Change is major source of business risk  Driving Forces – Telecommunications – Diversity of Workers – Public consciousness – Global marketplace – Community of stakeholders Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.2
    • Driving Force: Technology Ever-advancing Technology has shrunk the world Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.3
    • Driving Force: Diversity Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.4
    • Driving Force: Public Consciousness Public consciousness has become much more sensitive and demanding that organizations be more socially responsible Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.5
    • Driving Force: Global Marketplace Strive to remain competitive in the face of increasingly tough global competition Much of the 3rd-world countries have joined the global marketplace, creating a wider arena for sales and services Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.6
    • Driving Force: Stakeholders Community of Stakeholders Organizations are responsible to stockholders, and Focus on building relationships with employees, customers, partners, and suppliers Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.7
    • Nature of Management  Cope with diverse, far-reaching challenges  Driving Forces – Telecommunications – Diversity of Workers – Public consciousness – Global marketplace – Community of stakeholders Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.8
    • Shift in Mindsets to Navigate Turbulence Managers are asked to...  Do more with less  Engage whole employees  See change rather than stability as natural  Create vision and cultural values that encourage collaborative workplace Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.9
    • Making a Difference Today Requires integrating... – Tried and true management skills + – New approaches that emphasize  Human touch  Enhance flexibility  Involve employees’ hearts, minds, and bodies Successful organizations don’t just happen... they are managed to be that way! Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.10
    • Definition of Management  The attainment of organizational goals in an effective and efficient manner through  Four functions – planning, – organizing, – leading, and – controlling organizational resources. Managers use a multitude of skills to perform functions Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.11
    • Functions of Management Planning Select goals and ways to attain them Controlling Organizing Monitor activities and Assign responsibility make corrections for task accomplishment Leading Use influence to motivate employees Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.12
    • The Process of Management Planning Select goals and ways to attain them Performance Resources •Human •Attain goals Controlling Organizing •Products •Financial •Raw Materials Monitor activities •Services Assign responsibility and make •Technological for task •Efficiency corrections accomplishment •Information •Effectiveness Leading Use influence to motivate employees Exhibit 1.1 – page 9 Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.13
    • Planning Function  Definition – Defines goals for future organizational performance – Decides tasks and use of resources needed  Corporate Examples – Planning – AOL Time Warner – The Lord of the Rings p. 8 – Lack of planning – Merry-Go-Round – p. 8 Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.14
    • Organizing Function  Definition – Follows planning – Reflects how organization tries to accomplish plan – Involves assignment of  tasks into departments  authority and allocation of resources across organization  Corporate Examples - Structural reorganizations – Hewlett-Packard, Sears, Xerox: accommodate changing plans – Voyant Technologies: increased sales; faster product development Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.15
    • Controlling Function Definition ● Monitoring employees’ activities ● Determining whether the organization is on target toward its goals ● Making corrections as necessary Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.16
    • Controlling Function New Trends  Empowerment and trust of employees = training employees to monitor and correct themselves  New information technology provides control without strict top-down constraints Lack of Control Information can lead to Organizational Failure Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.17
    • Leadership Function travel the globe solving problems Definition Involves the use of influence to motivate employees to achieve the organization’s goals – shared culture and values, communicating goals – communicating goals – employees perform at a high level Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.18
    • Organizational Performance Attainment of organizational goals 2nd half of in an efficient and effective manner definition of management The Process of Management Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.19
    • Organizational Performance  Organization - social entity that is goal directed and deliberately structured  Effectiveness - degree to which organization achieves a stated goal  Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output  Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.20
    • Management Skills Manager’s Job Exhibit 1.2, page 12 • Complex • Multidimensional • Range of skills Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.21
    • Management Skills  Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts  Human Skills – ability to work with and through other people and to work effectively as a group member  Technical Skills – understanding of and proficiency in the performance of specific tasks Experiential Exercise: Management Aptitude Questionnaire Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.22
    • Management Types - Vertical Managerial Levels in the Organizational Hierarchy Management Levels in the Managerial Levels in the Organizational Hierarchy Organizational Hierarchy Exhibit 1.3, p. 13 Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.23
    • Management Types - Horizontal  Functional Managers - – Responsible for a department that performs a single functional task and – Has employees with similar training and skills  General Managers – Responsible for several departments that perform different functions Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.24
    • Managerial Types - Horizontal  Functional Managers  General Managers – Advertising – Self-contained division – Sales such as a Dillard’s department store – Finance – Human Resources – Project managers have – Manufacturing general management – Accounting responsibility as they coordinate people across several departments Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.25
    • What is it like to be a Manager?  Manager Activities – Multitasking Fragmentation Variety Brevity – Life on Speed Dial  Manager’s Role set of expectations for one’s behavior – Diverse activities 10 roles Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.26
    • Ten Manager Roles Category Role Informational Monitor Disseminator Spokesperson Interpersonal Figurehead Leader Liaison Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.27
    • Hierarchical Levels Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.28
    • Management and the New Workplace Characteristics Management Competencies  Resources = Bits--information  Leadership = Dispersed, empowering  Work = Flexible, virtual  Focus = Connection to  Workers = Empowered employees, customers, employees free agents  Doing Work = By teams Forces on Organizations  Relationships = Collaboration  Technology = Digital, e-business  Design = Experimentation, learning organization  Markets = Global, including internet  Workforce = Diverse  Values = Change, speed  Events = Turbulent, more frequent crises Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.29
    • Management and the New Workplace  Forces on organizations  New Management Competencies – Dispersed leadership – Empowering others – Collaborative relationships – Team-building skills – Learning organization Ethical dilemma: Can Management Afford to Look the Other Way? Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.30
    • Managing During Turbulent Times  Stay Calm  Be Visible  Put People Before Business  Tell the Truth  Know When to Get Back to Business Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.31