Managing the New Work Place And Know How Management Works

1. MANAGING THE NEW
WORKPLACE
MANAGEMENT 6th
Ed.
By: Richard Daft

2. MANAGEMENT
• The attainment of organizational goals in an effective
and efficient manner through planning, organizing,
leading, and controlling organizational resources.

3. Four Management Functions
• Planning
• Management function concerned with defining goals for future organizational performance
and deciding on the tasks and use of resources needed to attain them.
• Organizing
• Management function concerned with assigning tasks, grouping tasks into departments, and
allocating resources to departments.

4. • Leading
• The management function that involves the use of influence to motivate employees to
achieve the organization’s goals.
• Controlling
• The management function concerned with monitoring employees’ activities, keeping the
organization on track toward its goals, and making corrections as needed.

5. Planning
Select goals
and ways to
attain them
Controlling
Monitor
activities and
make
corrections
Leading
Use influence
to motivate
employees
Organizing
Assign
responsibility
for task
accomplish-
ment
Resources
-human
-financial
-raw
materials
-capital
Performanc
e
-attain goals
-products
-services
-efficiency
-effectivenes
s
The Process of Management

6. Organizational Performance
Organization
• A social entity that is goal directed and deliberately structured.
Social entity means being made up of two or more people.
Goal directed means designed to achieve some outcome, such as
make a profit.
Deliberately structured means that tasks are divided and
responsibility for their performance is assigned to organization
members.

7. Organizational Effectiveness
• The degree to which the organization achieves a stated goal.
Organizational Efficiency
• The use of minimal resources – raw materials, money, and people – to produce a desired
volume of output.
* The ultimate responsibility of managers is to achieve
high performance, which is the attainment of
organizational goals by using resources in an efficient
and effective manner.

8. Effectiveness & Efficiency
• Not reached goals
• Minimum use of
resources
• Reached goals
• Not minimum use of
resources
• Not reached goals
• Not minimum use of
resources
• Reached goals
• Minimum use of
resources
Effective Ineffective
Efficient
Inefficient

9. Management Skills
• Conceptual Skill
• The cognitive ability to see the organization as a whole and the relationship among its parts.
• Human Skill
• The ability to work with and through other people and to work effectively as a group
member.
• Technical Skill
• The understanding of and proficiency in the performance of specific tasks.

10. Management Level and SkillsManagement Level and Skills

11. Management Types
Vertical Differences
• Top managerTop manager
• A manager who is at the top of the organizational
hierarchy and is responsible for the entire
organization.
• Middle managerMiddle manager
• A manager who works at the middle levels of the
organization and is responsible for major departments.
• First-line managerFirst-line manager
• A manager who is at the first or second management
level and is directly responsible for the production of
goods and services..

12. Horizontal Differences
•Functional manager
• A manager who is responsible for a department that
performs a single functional task and has employees
with similar training and skills.
•General manager
• A manager who is responsible for several departments
that perform different functions.

13. Management Levels in the
Organizational Hierarchy

14. Manager Roles
MANAGERIAL ACTIVITIES ASSOCIATED ROLES DESCRIPTION
INTERPERSONAL ROLES
• FIGUREHEAD
• Symbolic head; required to perform a
number of routine duties of a legal or
social nature.
• LIAISON
• Maintains a network of outside contacts
who provide favors and information.
• LEADER
• Responsible for the motivation and
direction of employees.

15. MANAGERIAL ACTIVITIES ASSOCIATED ROLES DESCRIPTION
INFORMATIONAL ROLES
• MONITOR
• Receives wide variety of information;
serves as nerve center of internal and
external information of the organization.
• DISSEMINATOR
• Transmit information received from
outsiders or from other employees to
members of the organization.
• SPOKESMAN
• Transmit information to outsiders on
organization’s plans, policies, actions,
and results.

16. MANAGERIAL ACTIVITIES ASSOCIATED ROLES DESCRIPTION
DECISIONAL ROLES
• ENTREPRENEUR
• Searches organization and its
environment for opportunities and
initiates projects to bring about change.
• DISTURBANCE
HANDLER
• Responsible for corrective action when
organization faces important
unexpected disturbances.
• RESOURCE
ALLOCATOR
• Makes or approves significant
organizational decisions.
• NEGOTIATOR
• Responsible for representing the
organization at major negotiations.

17. Management and the New Workplace
Transition to a New Workplace
THE OLD WORKPLACE NEW WORKPLACE
CHARACTERISTICS
Resources Atoms – physical assets Bits – information
Work Structured, localized Flexible, virtual
Workers Dependable employees Empowered employees,
free agents

18. THE OLD WORKPLACE THE NEW WORKPLACE
FORCES ON
ORGANIZATIONS
Technology Mechanical Digital, e-business
Markets Local, domestic Global, including internet
Workforce Homogenous Diverse
Values Stability, efficiency Change, speed
Events Calm, predictable Turbulent, more frequent
crises

19. THE OLD WORKPLACE THE NEW WORKPLACE
MANAGEMENT
COMPETENCIES
Leadership Autocratic Dispersed, empowering
Focus Profits Connection to customers,
employees
Doing Work By individuals By teams
Relationships Conflict, competition Collaboration
Design Efficient performance Experimentation,
learning organization

20. Managing Crises and Expected
Events
• Stay Calm
• Be Visible
• Put People Before Business
• Tell the Truth
• Know When to Get Back to Business

21. Any clarifications?
HAVE A NICE DAY!!! 