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The dynamic new workplace

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Management

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  • 1. The Dynamic New Workplace GROUP 1 PRESENTATION
  • 2. The Dynamic New Workplace • What are the challenges of working in the new economy? Working in the New Economy • What are organizations like in the new workplace? Organizations in the New Workplace • Who are managers and what do they do? Managers in the New Workplace • What is the management process? The Management Process • How do you learn the essential managerial skills and competencies? Learning How to Manage
  • 3. Working in the new economy
  • 4. Working in the new economy Intellectual Capital  Intellectual capital: collective brainpower or share knowledge of workforce.  A knowledge worker: someone whose mind is a critical asset to employers.  People and their talents are the ultimate foundation of one organization.
  • 5. Working in the new economy Globalization  Globalization: the worldwide interdependence of resource flows, product market and business competition.
  • 6. Working in the new economy Globalization  Not only in trade but also manufacture
  • 7. Working in the new economy Globalization  Many countries gathered in group: Asian, EU, FTA.  Protect their right, prevent risk.  Stable position.  Approach to new technology.
  • 8. Working in the new economy Technology  Everything would be involved to computer: Sales transaction. Data storage. Design. ……  Manager must be well - equipped with computer skills.
  • 9. Working in the new economy Diversity  Workforce diversity: difference among workers in gender, age, ethnic culture, race….  Opportunities:  Increases productivity, creativity.  Improves corporate culture.  Improves employee morale.  Leads to a higher retention of employees.
  • 10. Working in the new economy Diversity  Challenges:  Language barrier.  Resistance to change.  Implementation of diversity in the workplace policies.
  • 11. Working in the new economy Diversity  Hoàng Ngọc Vy – Managing Director of Vien Thong A.  Reorganized company system  Young staff is the core
  • 12. Working in the new economy Ethics  Ethics: set moral standards of what is ‘good’ and ‘ right’ in one’s behavior.  Case: Vedan release a huge amount of chemicals into Thi Vai river  damage the habitat around. Ethics is required in doing business.
  • 13. Working in the new economy Careers  Shamrock’s three leaves :  Core workers.  Contract workers.  Part- time workers
  • 14. Organizations in the New Workplace Critical Survival skills  Mastery  Contacts  Entrepreneurship  Love of technology  Marketing  Passion for renewal
  • 15. Organizations in the New Workplace Organization Definition  A collection of people working together to achieve a common purpose.  Organizations provide useful goods or services that return value to society and satisfy customer needs.
  • 16. Organizations in the New Workplace Organization as Systems  Open system  Composed many related parts  Interact with their environments  Input  Output (goods and services)  Environmental feedback
  • 17. Organizations in the New Workplace Organization as Systems  Organization as an open system
  • 18. Organizations in the New Workplace Organizational Performance  Value creation  Adds value to the original cost of resource inputs  Businesses earn a profit.  Nonprofit organizations add wealth to society.
  • 19. Organizations in the New Workplace Organizational Performance  Productivity  Performance effectiveness  Performance efficiency
  • 20. Organizations in the New Workplace Organizational Performance  Productivity and the dimensions of organizational performance
  • 21. Organizations in the New Workplace Changing Nature of Organizations  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
  • 22. Manager in the New Workplace What is a manager? A manager = Person who supports and is responsible for the work of others. Team leader Department head Dean President ect. ….
  • 23. Manager in the New Workplace What is a manager? 1 manager -> 10.75 people
  • 24. Manager in the New Workplace Level of managers Top managers Midle Managers Project managers Team leaders Supervisors
  • 25. Manager in the New Workplace Level of managers Top manager: - Responsible for performance of an organization as a whole or for one of its larger parts. - Pay special attention to the external environment, are alert to potential long-run problems and opportunities. -Scan the environment, create and communicate with the organization’s purpose and mission. - Ex: Chief executive officer (CEO), president, vice president, etc…
  • 26. Manager in the New Workplace Level of managers Middle managers: -Oversee the work of large departments or division. -Work with top managers & coordinate with peers to develop and implement action plans to accomplish organizational objectives. - Ex: clinic directors in hospital, branch sales managers in business. Project managers: coordinates complex projects with task deadlines
  • 27. Manager in the New Workplace Level of managers Team leader/ Supervisor -Report to middle managers and directly supervise non- managerial workers - Ex: leader of an technical team - Ensure their work teams or units meet performance objectives that are consistent with higher-level organization goals.
  • 28. Manager in the New Workplace Level of managers Line managers: directly contribute the production of the organization’s basic G&S Staff managers: use special technical expertise to advise and support line workers General managers: are responsible for complex multi- functional units. Functional managers: are responsible for one area is activity, such as finance, marketing ect… Administrator: a manager in a public or nonprofit organization.
  • 29. Manager in the New Workplace Managerial Performance Accountability:: the requirement to show performance results to a supervisor. Quality of work life: The overall quality of human experiences in the workplace
  • 30. Manager in the New Workplace Managerial Performance  Quality of work life (QWL)  An indicator of the overall quality of human experiences in the workplace.  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
  • 31. Manager in the New Workplace Managerial Performance  High performing managers …  Are well informed of their team’s needs.  Work alongside those they supervise.  Provide advice and develop support for their team.  Help their people perform to the best of their abilities.
  • 32. Manager in the New Workplace Managerial Performance  The organization viewed as an upside-down pyramid
  • 33. The Management Process Functions Of Management  Best utilizing its human and material resources High performance  Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals.  All managers are responsible for the four functions.  The functions are carried on continually.
  • 34. Four functions of management The Management Process Functions Of Management
  • 35. WHAT TO DO??? WHAT TO ACHIEVE?
  • 36. The Management Process Functions Of Management  PLANNING Identify desired results and ways to achieve them Set performance objectives & actions that should be taken
  • 37. The Management Process Functions Of Management  ORGANIZING Turn plans into actions Assigning tasks, allocating resources, coordinating activities of individuals and groups
  • 38. The Management Process Functions Of Management  LEADING Arousing people's enthusiasm to work hard, inspiring their efforts to fulfill plans & accomplish objectives Build a commitment to a common vision, encourage activities supporting goals, influence others to do their best work
  • 39. The Management Process Functions Of Management  CONTROLLING Measuring work performance Maintain active contact with people, comparing results to objectives, gather & interpret reports, plan corrective action & change
  • 40. The Management Process Functions Of Management The case of Ernst & Young  Retention of firm's female professionals  Reduce the turnover rate of women  Office of Retention headed by a woman  Women's Access Program  Improve work-life balance, "call-free holidays", "travel sanity" programs  Compare results with objectives
  • 41. The Management Process Managerial Activities and Roles Henry Mintzberg - Academic and author on business & management Managerial roles: Interpersonal roles Informational roles Decisional roles
  • 42. The Management Process Managerial Activities and Roles Mintzberg’s 10 Managerial Roles.
  • 43. The Management Process Realities of managerial work Managerial Activities and Roles
  • 44. The Management Process Managerial Agendas & Networking Agenda setting  Develop action priorities  Incomplete & loosely connected at first, more specific as information is continually gleaned  Be kept in mind, be "played out" whenever an opportunity arises.
  • 45. The Management Process Managerial Agendas & Networking Networking  Building & maintaining positive relationships w people  Implement agendas  Indispensable to managerial success in today's complex work environments.
  • 46. Learning How to Manage Lifelong learning – process or continuously learning from daily experience and opportunities
  • 47. Learning How to Manage Lifelong learning – Importance? State Farm CEO Edward B. Rust, Jr.
  • 48. Learning How to Manage Essential Managerial Skills A Skill? 3 categories of essential skills Technical skills Human Skills Conceptual Skills
  • 49. Learning How to Manage Essential Managerial Skills Technical skills  The ability to use expertise to perform a task with proficiency  Formal education, training & job experience  Important at career entry levels
  • 50. Learning How to Manage Essential Managerial Skills Human skills  The ability to work well in cooperation with other people  Spirit of trust, enthusiasm & interpersonal relationships  Important across all the managerial levels  Main component: Emotional intelligence
  • 51. Learning How to Manage Essential Managerial Skills Human skills  Emotional intelligence
  • 52. Learning How to Manage Essential Managerial Skills Human skills  Emotional intelligence 1) Self-awareness—understanding moods and emotions 2) Self-regulation—thinking before acting; controlling disruptive impulses 3) Motivation—working hard and persevering 4) Empathy—understanding the emotions of others 5) Social skills—gaining rapport and building good relationships
  • 53. Learning How to Manage Essential Managerial Skills Conceptual skills  The ability to think analytically and solve complex problems  Help to deal with ambiguous issues involved many complications and longer-term consequences  Relatively important for top managers
  • 54. Learning How to Manage Essential Managerial Skills
  • 55. Learning How to Manage Skill & Outcome Assessment Managerial competency: skill- based capability that contributes to high performance in management Key personal features for managerial success:  Communication  Teamwork  Self-Management  Leadership  Critical thinking  Professionalism
  • 56. Appendix  Management 8th edition: Personal Management Edition – John R.Schermerhorn, JR.  Exploring Management 3rd edition – John R.Schermerhorn, JR.
  • 57. “ ” Thank you for listening

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