Introduction ~ Managing A Dynamic Workplace A professional is a - PDF document

Introduction ~ Managing A Dynamic Workplace “A professional is a man who can do his job when he doesn't feel like it. Organizational Management An amateur is a man who can't do his Chapter 1 job even when he does feel like it.” –James Agate, Writer. 1 Chris Schrage 2 Chris Schrage The Effective Executive Qualities of a good by Peter Drucker manager (according to Bill Gates) � Effective Executives � Know where their time goes � Put thought into your industry of choice � Focus on outward contribution � Recognize when an employee needs to be fired � Build on strengths: � Create an environment that encourages productivity � Their own � Make sure you definition of success is clear � Of the superiors � Be personable and a good communicator � Colleagues � Help employees do their job better than you can � Subordinates � In the situation � Keep morale in mind � Concentrate on the few major areas where superior � Don’t just delegate, do something performance will produce outstanding results � Make firm decisions � Make effective decisions � Let employees know whom to please 3 4 Chris Schrage Chris Schrage �

Trends in workforce Challenges in the New Economy demographics � Intellectual Capital � Size of workforce is growing more slowly � Globalization � Pool of younger workers is shrinking � Information and Technological Change � Average age of workers is rising � Diversity � More women are entering the workforce � Ethics and Social Responsibility � Proportion of ethnic minorities is � Employment Values increasing � Careers and career portfolio � Proportion of immigrants is increasing 5 6 Chris Schrage Chris Schrage Managing Effectively: Three Critical Challenges The Shrinking Globe � 1500-1840 � Best average speed of horse-drawn carriages T and sailing ships- 10 mph GLOBALISM E C � 1850-1930 H N � Steam locamotives- 65 mph O � Steamships- 36 mph L O � 1950s G Y � Propeller aircraft-300 to 400 mph Management Challenges � 1960s for the 21 st Century � Jet passenger aircraft 500-700 mph CHANGE � Today � Can be anywhere in the world within 24 hours � Can communicate via the telephone, internet, and fax instantaneously Adapted from Exhibit 1-1: Critical Management Challenges for the 21 st Century 7 8 Chris Schrage Chris Schrage �

Managing Strategically to Meet the Challenges Mintzberg’s Managerial Roles ������������� � Importance of knowledge and intellectual ���������� ������ capital ������� � Change requires managers to ������������� � Manage within an organizational context ������� � Accomplish tasks with and through people ������������ ������������ � Manage paradoxes ���������� � Make a substantial commitment and manage ������������ in an entrepreneurial manner ������������������� ������������������ ��������� 9 10 Chris Schrage Chris Schrage Management Perspective 1: What is Management? The Organizational Context � It is a process � Management occurs in organizations, not in � A series of activities and operations, such as planning, isolation deciding, and evaluating � Of assembling and using sets of resources � There are many different types of organizations � Human, financial, material and information � Each organization has its own characteristics � In a goal - directed manner to accomplish tasks that influence effective management � A purposeful activity � Effective managers must understand � In an organizational setting organizations � It is undertaken in organizations � By people with different functions intentionally structured and coordinated to achieve common purposes 11 12 Chris Schrage Chris Schrage �

Management Perspective 2: Management Perspective 3: The Human Factor Managing Paradoxes � Effective managers must be � Management requires simultaneously adept at mastering multiple and potentially � Assessing their own as well as conflicting situations other people’s capabilities � Matching people’s capabilities � Integration & fragmentation with appropriate responsibilities � Consistency & Flexibility � Creating an environment where others are motivated to work � Reflection & Action toward the organization’s goals � Find untapped potential and � Global Perspective & Local Understanding drawing it out 13 14 Chris Schrage Chris Schrage Management Perspective 4: Entrepreneurial Mindset What Managers Do � Managers must continuously search for � Managerial activities differ by and exploit new opportunities � The functions managers serve � An entrepreneurial mindset requires a � The roles in which managers commitment to constantly learning new operate skills and acquiring new knowledge � The dimensions of each � An entrepreneurial mindset also requires a manager’s job commitment to adding value to other people’s efforts and to society 15 16 Chris Schrage Chris Schrage !

Planning Process of Management #�����$��� ��������������������� � Planning involves ��������� �������������� � Estimating future conditions and %������� ������� circumstances ����������������� ������������������ ����������� ������������������� � Looking for new opportunities and direction ����������� ������ &������ � Making decisions based on these estimations �������������������� about what work is to be done ���������� � By the manager ���������������� � By all of those for whom she or he is responsible ���#'�&�� %���#��( &� 17 18 Chris Schrage Chris Schrage Organizing Directing (Leading) � Directing is the process of influencing other � Organizing involves paying attention to people to attain organizational objectives � The structure of relationships among positions � An environment that stimulates motivation within the � The people occupying those positions employees � Linking that structure to the overall strategic direction � Interacting effectively in group and team situations of the organization � Communicating in support of others’ efforts on behalf � Coordinating resources necessary for the of achieving their work and organizational goals organization to reach its goals and objectives 19 20 Chris Schrage Chris Schrage "

Controlling Dimensions of a Manager’s Job � Activities or duties that � Controlling is a monitoring process Demands must be carried out � Regulating the work of those for whom a manager is responsible which may include � Standards or levels of � Setting standards of performance in advance minimum performance � Monitoring ongoing (real - time) performance that must be met. � Assessing a completed performance � Results of the control process (evaluation) are fed back into the planning process 21 22 Chris Schrage Chris Schrage Dimensions of a Manager’s Job Manager’s Challenge (������������+ ,#�� � Factors that limit the Demands response of the manager Constraints � Time � Budgets �( (*�� %���������� � Technology � Attitudes of subordinates ���������+ � Legal regulations ������������-������������ 23 24 Chris Schrage Chris Schrage )