Managing The New Workplace

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Managing The New Workplace

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Managing The New Workplace

  1. 1. MANAGING THE NEW WORKPLACE MANAGEMENT 6 th Ed. By: Richard Daft Prepared by: GREGAR DONAVEN E. VALDEHUEZA, MBA Lourdes College Instructor
  2. 2. Learning Objectives <ul><li>Describe the four management functions and the type of management activity associated with each. </li></ul><ul><li>Explain the difference between efficiency and effectiveness and their importance for organizational performance. </li></ul><ul><li>Describe management types and the horizontal and vertical differences between them. </li></ul><ul><li>Describe conceptual, human, and technical skills and their relevance for managers and nonmanagers. </li></ul><ul><li>Define ten roles that managers perform in organizations. </li></ul><ul><li>Discuss the transition to a new workplace and the management competencies needed to deal with issues such as diversity, globalization, and rapid change. </li></ul><ul><li>Explain the leadership skills needed for effective crisis management. </li></ul>
  3. 3. The Definition of Management <ul><li>Management </li></ul><ul><ul><ul><li>The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources. </li></ul></ul></ul>
  4. 4. Four Management Functions <ul><li>Planning </li></ul><ul><ul><ul><li>Management function concerned with defining goals for future organizational performance and deciding on the tasks and use of resources needed to attain them. </li></ul></ul></ul><ul><li>Organizing </li></ul><ul><ul><ul><li>Management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments. </li></ul></ul></ul>
  5. 5. <ul><li>Leading </li></ul><ul><ul><ul><li>The management function that involves the use of influence to motivate employees to achieve the organization’s goals. </li></ul></ul></ul><ul><li>Controlling </li></ul><ul><ul><ul><li>The management function concerned with monitoring employees’ activities, keeping the organization on track toward its goals, and making corrections as needed. </li></ul></ul></ul>
  6. 6. The Process of Management 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 <ul><li>Resources </li></ul><ul><li>-human </li></ul><ul><li>financial </li></ul><ul><li>raw materials </li></ul><ul><li>capital </li></ul><ul><li>Performance </li></ul><ul><li>- attain goals </li></ul><ul><li>-products </li></ul><ul><li>services </li></ul><ul><li>efficiency </li></ul><ul><li>effectiveness </li></ul>
  7. 7. Organizational Performance <ul><li>Organization </li></ul><ul><ul><ul><li>A social entity that is goal directed and deliberately structured. </li></ul></ul></ul><ul><ul><ul><li>Social entity means being made up of two or more people. </li></ul></ul></ul><ul><ul><ul><li>Goal directed means designed to achieve some outcome, such as make a profit. </li></ul></ul></ul><ul><ul><ul><li>Deliberately structured means that tasks are divided and responsibility for their performance is assigned to organization members. </li></ul></ul></ul>
  8. 8. <ul><li>Organizational Effectiveness </li></ul><ul><ul><ul><li>The degree to which the organization achieves a stated goal. </li></ul></ul></ul><ul><li>Organizational Efficiency </li></ul><ul><ul><ul><li>The use of minimal resources – raw materials, money, and people – to produce a desired volume of output. </li></ul></ul></ul><ul><li>* 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. </li></ul>
  9. 9. Effectiveness & Efficiency <ul><li>Not reached goals </li></ul><ul><li>Minimum use of resources </li></ul><ul><li>Reached goals </li></ul><ul><li>Not minimum use of resources </li></ul><ul><li>Not reached goals </li></ul><ul><li>Not minimum use of resources </li></ul><ul><li>Reached goals </li></ul><ul><li>Minimum use of resources </li></ul>Effective Ineffective Efficient Inefficient
  10. 10. Management Skills <ul><li>Conceptual Skill </li></ul><ul><ul><ul><li>The cognitive ability to see the organization as a whole and the relationship among its parts. </li></ul></ul></ul><ul><li>Human Skill </li></ul><ul><ul><ul><li>The ability to work with and through other people and to work effectively as a group member. </li></ul></ul></ul><ul><li>Technical Skill </li></ul><ul><ul><ul><li>The understanding of and proficiency in the performance of specific tasks. </li></ul></ul></ul>
  11. 11. Relationship of Conceptual, Human, and Technical to Management Level Technical Skills Conceptual Skills Human Skills Top Managers Middle Managers First-Line Managers Nonmanagers (Individual Contributors) Management Level
  12. 12. Management Types <ul><li>Vertical Differences </li></ul><ul><ul><ul><li>Top manager </li></ul></ul></ul><ul><ul><ul><ul><li>A manager who is at the top of the organizational hierarchy and is responsible for the entire organization. </li></ul></ul></ul></ul><ul><ul><ul><li>Middle manager </li></ul></ul></ul><ul><ul><ul><ul><li>A manager who works at the middle levels of the organization and is responsible for major departments. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Project manager </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>A manager responsible for a temporary work project that involves the participation of people from various functions and levels of the organization. </li></ul></ul></ul></ul></ul>
  13. 13. <ul><li>Horizontal Differences </li></ul><ul><ul><ul><li>Functional manager </li></ul></ul></ul><ul><ul><ul><ul><li>A manager who is responsible for a department that performs a single functional task and has employees with similar training and skills. </li></ul></ul></ul></ul><ul><ul><ul><li>General manager </li></ul></ul></ul><ul><ul><ul><ul><li>A manager who is responsible for several departments that perform different functions. </li></ul></ul></ul></ul><ul><ul><ul><li>First-line manager </li></ul></ul></ul><ul><ul><ul><ul><li>A manager who is at the first or second management level and is directly responsible for the production of goods and services. </li></ul></ul></ul></ul>
  14. 14. Management Levels in the Organizational Hierarchy
  15. 15. What Is It Like to Be a Manager? Managerial activity is characterized by variety , fragmentation ( the act or process of dividing ), and brevity ( shortness of duration ). The manager performs a great deal of work at an unrelenting ( not relaxing or slackening ) pace.
  16. 16. Manager Roles <ul><li>responsible for the motivation and direction of employees. </li></ul><ul><li>leader </li></ul><ul><li>maintains a network of outside contacts who provide favors and information. </li></ul><ul><li>liaison </li></ul><ul><li>symbolic head; required to perform a number of routine duties of a legal or social nature. </li></ul><ul><li>figurehead </li></ul>Interpersonal roles Description Associated roles Managerial activities
  17. 17. <ul><li>transmit information to outsiders on organization’s plans, policies, actions, and results. </li></ul><ul><li>spokesman </li></ul><ul><li>transmit information received from outsiders or from other employees to members of the organization. </li></ul><ul><li>disseminator </li></ul><ul><li>receives wide variety of information; serves as nerve center of internal and external information of the organization. </li></ul><ul><li>monitor </li></ul>Informational roles Description Associated roles Managerial activities
  18. 18. <ul><li>responsible for representing the organization at major negotiations. </li></ul><ul><li>negotiator </li></ul><ul><li>makes or approves significant organizational decisions. </li></ul><ul><li>resource allocator </li></ul><ul><li>responsible for corrective action when organization faces important unexpected disturbances. </li></ul><ul><li>disturbance handler </li></ul><ul><li>Searches organization and its environment for opportunities and initiates projects to bring about change. </li></ul><ul><li>entrepreneur </li></ul>Decisional roles Description Associated roles Managerial activities
  19. 19. Hierarchical Levels and Importance of Leader and Liaison Roles
  20. 20. Management and the New Workplace <ul><li>Transition to a New Workplace </li></ul>Empowered employees, free agents Dependable employees Workers Flexible, virtual Structured, localized Work Bits – information Atoms – physical assets Resources CHARACTERISTICS The New Workplace The Old Workplace
  21. 21. Turbulent, more frequent crises Calm, predictable Events Change, speed Stability, efficiency Values Diverse Homogenous Workforce Global, including internet Local, domestic Markets Digital, e-business Mechanical Technology FORCES ON ORGANIZATIONS The New Workplace The Old Workplace
  22. 22. Experimentation, learning organization Efficient performance Design Collaboration Conflict, competition Relationships By teams By individuals Doing Work Connection to customers, employees Profits Focus Dispersed, empowering Autocratic Leadership MANAGEMENT COMPETENCIES The New Workplace The Old Workplace
  23. 23. Managing Crises and Expected Events <ul><li>Stay Calm </li></ul><ul><li>Be Visible </li></ul><ul><li>Put People Before Business </li></ul><ul><li>Tell the Truth </li></ul><ul><li>Know When to Get Back to Business </li></ul>
  24. 24. - end - <ul><li>Any clarifications? </li></ul><ul><li>HAVE A NICE DAY EVERYONE!!!  </li></ul>

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