This document discusses the challenges and changes in the new workplace, including intellectual capital, globalization, technology, diversity, and ethics. It describes organizations as open systems that transform inputs into outputs. Managers at different levels are discussed, along with their roles in planning, organizing, leading, and controlling resources. Effective management involves balancing productivity, quality of work life, and accountability. Lifelong learning of technical, human, and conceptual skills is important for managers.

1. The Dynamic New
Workplace
GROUP 1 PRESENTATION

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. Working in the new economy

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. Working in the new economy
Globalization
 Globalization: the worldwide interdependence of resource flows,
product market and business competition.

6. Working in the new economy
Globalization
 Not only in trade but also manufacture

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. 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. 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. Working in the new economy
Diversity
 Challenges:
 Language barrier.
 Resistance to change.
 Implementation of diversity in the workplace policies.

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. 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. Working in the new economy
Careers
 Shamrock’s three leaves :
 Core workers.
 Contract workers.
 Part- time workers

14. Organizations in the New
Workplace
Critical Survival skills
 Mastery
 Contacts
 Entrepreneurship
 Love of technology
 Marketing
 Passion for renewal

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. 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. Organizations in the New
Workplace
Organization as Systems
 Organization as an open system

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. Organizations in the New
Workplace
Organizational Performance
 Productivity
 Performance effectiveness
 Performance efficiency

20. Organizations in the New
Workplace
Organizational Performance
 Productivity and the dimensions of organizational performance

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. 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. Manager in the New Workplace
What is a manager?
1 manager -> 10.75 people

24. Manager in the New Workplace
Level of managers
Top managers
Midle Managers
Project managers
Team leaders
Supervisors

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. 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. 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. 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. 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. 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. 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. Manager in the New Workplace
Managerial Performance
 The organization viewed as an upside-down pyramid

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. Four functions
of
management
The Management Process
Functions Of
Management

35. WHAT TO DO???
WHAT TO ACHIEVE?

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. The Management Process
Functions Of Management
 ORGANIZING
Turn plans into actions
Assigning tasks, allocating resources,
coordinating activities of individuals and groups

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. 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. 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. The Management Process
Managerial Activities and Roles
Henry Mintzberg - Academic and author
on business & management
Managerial roles:
Interpersonal roles
Informational roles
Decisional roles

42. The Management Process
Managerial Activities and Roles
Mintzberg’s 10 Managerial Roles.

43. The Management Process
Realities of
managerial work
Managerial
Activities and Roles

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. 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. Learning How to Manage
Lifelong learning – process or continuously learning from daily
experience and opportunities

47. Learning How to Manage
Lifelong learning – Importance?
State Farm CEO
Edward B. Rust, Jr.

48. Learning How to Manage
Essential Managerial Skills
A Skill?
3 categories of essential skills
Technical skills
Human Skills
Conceptual Skills

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. 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. Learning How to Manage
Essential Managerial Skills
Human skills
 Emotional intelligence

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. 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. Learning How to Manage
Essential Managerial Skills

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. Appendix
 Management 8th edition: Personal Management Edition – John
R.Schermerhorn, JR.
 Exploring Management 3rd edition – John R.Schermerhorn, JR.

57. “
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Thank you
for listening