Chapter 1: The New Workplace Copyright 2007. Based on Organizational Behavior & Management, An Integrated Skills Approach by Ramon J. Aldag and Loren W. Kuzuhara (2002), on slides prepared by the authors and Southwestern Thomson Learning, and on work by John Kevin Doyle.
Characteristics of New Work World The New World of Work Complex Ambiguous Changing Diverse Global
Companies are hiring for skills, including management skills.
A GAO report recommends: “Hire, develop, and retain employees according to competencies. Identify the competencies – knowledge, skills, abilities, and behaviors – needed to achieve high performance of mission and goals, and build and sustain the organization’s talent pool through recruiting, hiring, development, and retention policies targeted at building and sustaining those competencies.”
The Bureau of Labor Statistics predicts that the average 22-year-old college graduate will have more than eight different employers before he or she reaches the age of 32.
That is a change of employers every 15 months.
Managerial Skills in the New Work Environment Managerial skills and career success Entrepreneurship Growth in manage- ment positions Downsizing and delayering Hiring for the second job Self-managed work teams Job enrichment and empowerment
Technical skills include knowledge about methods, processes, and techniques needed to carry out specialized activity, ability to use related tools and equipment. Dealing with things .
Human skills deal with human behavior and interpersonal processes, communication, cooperation, and social sensitivity. Dealing with people .
Conceptual skills include analytical ability, creativity, efficiency in problem solving, and ability to recognize opportunities and potential problems. Dealing with concepts .
Management Skills Needed for Success by Organizational Level Top-Level Managers Middle-Level Managers First-Level Managers Conceptual Conceptual Conceptual Human Human Human Technical Technical Technical
Simply knowing – recognizing or understanding what to do to manage an organization – is not enough for an individual to become a successful manager.
Knowledge management efforts emphasize technology and the exchange of codified information and not how the information can be used to make better decisions to enhance work-unit or organizational effectiveness.
Skills Assessment Get baseline measures on important skills and to foster interest in those skills.
Skills Awareness Discuss important background material, such as why the topic is important, key approaches to mastering the skill, and other relevant information.
Skills Attainment Through a variety of experiential methods, you develop the skill.
Skills Application Life application, such as using the skills in case analyses, life situations, and field projects.
Mastering Management Skills Take baseline (pre-test) measures of the target skills Master content that supports the application of the target skills Practice the application of the target skills in an exercise or case study Obtain developmental feedback regarding the target skills Practice the application of the target skills in an organizational context Take post-test measures of the target skills
Global Perspective: Skills in the Global Labor Market
Firms and their management are becoming increasingly global.
A record number of foreign CEOs are now running major U.S. companies.
The number of international assignments is expected to accelerate in the next five years.
Many people fail in international assignments, and almost half say they would not work abroad again.
This all suggests that employees often lack the skills needed to succeed in international positions.
Action planning refers to the process through which a manager formulates the specific steps that will be taken to address business problems and challenges.
The action plan becomes a blueprint or roadmap for actual implementation.
Guidelines for developing and implementing effective action plans include:
The process must be systematic and actively managed.
Action planning requires a “layering” approach in which action steps are translated into specific supporting actions in relation to each employee who will be involved in implementation.
There must be ongoing and systematic evaluation of the results achieved after implementation of the action plan.
Action Planning and Implementation Identify key problems Define objectives associated with solving the key problems Identify key measures of success for each objective Work with employees to formulate action steps to achieve each objective Assign implementation responsibility for each action step to a specific employee Clarify the role of each employee in supporting the implementation of the plan Provide management support (e.g., direction, budget, training) for employees Evaluate the results of implementing the action steps against your initial objectives Modify the objectives or action steps based on your evaluation