The dynamic new workplace

2,223 views

Published on

Management

Published in: Business, Career
0 Comments
5 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,223
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
66
Comments
0
Likes
5
Embeds 0
No embeds

No notes for slide

The dynamic new workplace

  1. 1. The Dynamic New Workplace GROUP 1 PRESENTATION
  2. 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. 3. Working in the new economy
  4. 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. 5. Working in the new economy Globalization  Globalization: the worldwide interdependence of resource flows, product market and business competition.
  6. 6. Working in the new economy Globalization  Not only in trade but also manufacture
  7. 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. 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. 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. 10. Working in the new economy Diversity  Challenges:  Language barrier.  Resistance to change.  Implementation of diversity in the workplace policies.
  11. 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. 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. 13. Working in the new economy Careers  Shamrock’s three leaves :  Core workers.  Contract workers.  Part- time workers
  14. 14. Organizations in the New Workplace Critical Survival skills  Mastery  Contacts  Entrepreneurship  Love of technology  Marketing  Passion for renewal
  15. 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. 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. 17. Organizations in the New Workplace Organization as Systems  Organization as an open system
  18. 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. 19. Organizations in the New Workplace Organizational Performance  Productivity  Performance effectiveness  Performance efficiency
  20. 20. Organizations in the New Workplace Organizational Performance  Productivity and the dimensions of organizational performance
  21. 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. 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. 23. Manager in the New Workplace What is a manager? 1 manager -> 10.75 people
  24. 24. Manager in the New Workplace Level of managers Top managers Midle Managers Project managers Team leaders Supervisors
  25. 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. 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. 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. 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. 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. 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. 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. 32. Manager in the New Workplace Managerial Performance  The organization viewed as an upside-down pyramid
  33. 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. 34. Four functions of management The Management Process Functions Of Management
  35. 35. WHAT TO DO??? WHAT TO ACHIEVE?
  36. 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. 37. The Management Process Functions Of Management  ORGANIZING Turn plans into actions Assigning tasks, allocating resources, coordinating activities of individuals and groups
  38. 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. 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. 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. 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. 42. The Management Process Managerial Activities and Roles Mintzberg’s 10 Managerial Roles.
  43. 43. The Management Process Realities of managerial work Managerial Activities and Roles
  44. 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. 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. 46. Learning How to Manage Lifelong learning – process or continuously learning from daily experience and opportunities
  47. 47. Learning How to Manage Lifelong learning – Importance? State Farm CEO Edward B. Rust, Jr.
  48. 48. Learning How to Manage Essential Managerial Skills A Skill? 3 categories of essential skills Technical skills Human Skills Conceptual Skills
  49. 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. 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. 51. Learning How to Manage Essential Managerial Skills Human skills  Emotional intelligence
  52. 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. 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. 54. Learning How to Manage Essential Managerial Skills
  55. 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. 56. Appendix  Management 8th edition: Personal Management Edition – John R.Schermerhorn, JR.  Exploring Management 3rd edition – John R.Schermerhorn, JR.
  57. 57. “ ” Thank you for listening

×