Managing in Turbulent Times

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Managing in Turbulent Times

  1. 1. New Era of Management<br />0<br />R I C H A R D L . D A F T<br />
  2. 2. Managing in Turbulent Times<br />0<br />CHAPTER 1<br />
  3. 3. Describe the four management functions and the type of management activity associated with each.<br />Explain the difference between efficiency and effectiveness and their importance for organizational performance.<br />Describe management types and the horizontal and vertical differences between them.<br />Describe conceptual, human, and technical skills and their relevance for managers and employees.<br />Define 10 roles that managers perform in organization.<br />3<br />Learning Objectives<br />0<br />
  4. 4. Understand the personal challenges involved in becoming a new manager in an organization in today’s world.<br />Discuss the management competencies needed to deal with today’s turbulent environment, including issues such as diversity, globalization, and rapid changes.<br />Explain the leadership skills needed for effective crisis management.<br />4<br />Learning Objectives (contd.)<br />0<br />
  5. 5. Managers have to cope with diverse and far-reaching challenges<br />To keep pace with ever-advancing technology<br />To find ways to incorporate the Internet and e-business into their strategies and business model<br />Strive to remain competitive in a dynamic and far reaching world<br />5<br />The Nature of Management<br />0<br />
  6. 6. They get things done through their organization.<br />They create the systems, conditions and environment that enable organizations to survive and thrive beyond the tenure of any specific supervisor or manager.<br />6<br />What Do Managers Have in Common?<br />0<br />
  7. 7. The attainment of organizational goals in an effective and efficient manner through <br />Four functions<br />planning, <br />organizing,<br />leading, and <br />controlling organizational resources.<br />Managers use a multitude of skills to perform functions<br />7<br />Definition of Management<br />0<br />
  8. 8. 8<br />Functions of Management<br />Planning<br />Select goals and ways to attain them<br />Controlling<br />Organizing<br />Monitor activities and make corrections<br />Assign responsibility for task accomplishment<br />Leading<br />Use influence to motivate employees<br />0<br />
  9. 9. 9<br />Planning<br />Select goals and ways to attain them<br />Performance<br />Resources<br /><ul><li>Attain goals
  10. 10. Products
  11. 11. Services
  12. 12. Efficiency
  13. 13. Effectiveness
  14. 14. Human
  15. 15. Financial
  16. 16. Raw Materials
  17. 17. Technological
  18. 18. Information</li></ul>Controlling<br />Organizing<br />Assign responsibility for task accomplishment<br />Monitor activities and make corrections<br />Leading<br />Use influence to motivate employees<br />0<br />The Process of Management<br />Exhibit 1.1 <br />
  19. 19. Definition<br />Defines goals for future organizational performance<br />Decides tasks and use of resources needed<br />Corporate Examples<br />Planning – AOL Time Warner – The Lord of the Rings <br />Lack of planning – Merry-Go-Round <br />10<br />Planning Function<br />0<br />
  20. 20. Definition<br />Follows planning<br />Reflects how organization tries to accomplish plan<br />Involves assignment of <br />tasks into departments<br />authority and allocation of resources across organization<br />Corporate Examples - Structural reorganizations<br />IBM, the Catholic Church, Microsoft, Motorola, the FBI<br />11<br />Organizing Function <br />0<br />
  21. 21. Definition<br />The use of influence to motivate employees to achieve the organization’s goals.<br />Corporate Examples – Michael Dell, Meg Whitman of eBay, Cara Kakuda of Nextel<br />12<br />Leading Function <br />0<br />
  22. 22. Definition<br /><ul><li>Monitoring employees’ activities
  23. 23. Determining whether the organization is on target toward its goals
  24. 24. Making corrections as necessary</li></ul>13<br />Controlling Function <br />0<br />
  25. 25. New Trends <br />Empowerment and trust of employees = training employees to monitor and correct themselves<br />New information technologyprovides control without strict top-down constraints<br />Lack of Control Information can lead to Organizational Failure <br />14<br />Controlling Function <br />0<br />
  26. 26. 15<br />Organizational Performance<br />0<br />Attainment of organizational goals in an efficient and effective manner<br />The Process of Management<br />2nd half of definition of management<br />
  27. 27. Organization - social entity that is goal directed and deliberately structured<br />Effectiveness - degree to which organization achieves a stated goal<br />Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output<br />Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner<br />16<br />Organizational Performance<br />0<br />
  28. 28. 17<br />0<br />Management Skills<br />Exhibit 1.2<br />
  29. 29. Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts<br />Human Skills – ability to work with and through other people and to work effectively as a group member<br />Technical Skills – understanding of and proficiency in the performance of specific tasks<br />When skills Fail<br />18<br />Management Skills<br />0<br />Experiential Exercise: Management Aptitude Questionnaire<br />
  30. 30. 19<br />Management Types - Vertical<br />0<br />Managerial Levels in the Organizational Hierarchy<br />Managerial Levels in the Organizational Hierarchy<br />Exhibit 1.3<br />
  31. 31. Functional Managers <br />Responsible for a department that performs a single functional task and <br />Has employees with similar training and skills<br />General Managers<br />Responsible for several departments that perform different functions<br />20<br />Management Types - Horizontal<br />0<br />
  32. 32. Functional Managers<br />Advertising<br />Sales<br />Finance<br />Human Resources<br />Manufacturing<br />Accounting<br />General Managers<br />Self-contained division such as a Macy’s department store<br />Project managers have general management responsibility as they coordinate people across several departments<br />21<br />Managerial Types - Horizontal<br />0<br />
  33. 33. Manager Activities<br />MultitaskingFragmentation, Variety, Brevity<br />Life on Speed Dial <br />Manager’s Role<br />Set of expectations for one’s behavior <br />Diverse activities --10 roles<br />22<br />What is it like to be a Manager?<br />0<br />
  34. 34. 23<br />0<br />Making the Leap From Individual Performer to <br />Manager<br />Exhibit 1.4<br />
  35. 35. 24<br />Ten Manager Roles<br />0<br />
  36. 36. 25<br />0<br />Hierarchical Levels<br />Exhibit 1.6<br />
  37. 37. Role Differences<br />Source of Financial Resources<br />Unconventional Bottomline<br />26<br />Managing in Small Businesses and Nonprofit Organizations<br />0<br />
  38. 38. 27<br />Management and the New Workplace<br />0<br />Exhibit 1.7<br />
  39. 39. Forces on organizations<br />New Management Competencies<br />Dispersed leadership<br />Empowering others<br />Collaborative relationships<br />Team-building skills<br />Learning organization<br />28<br />Management and the New Workplace<br />0<br />
  40. 40. Stay Calm<br />Be Visible<br />Put People Before Business<br />Tell the Truth<br />Know When to Get Back to Business<br />29<br />Managing During Turbulent Times<br />0<br />

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