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

• Chris Schrage

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Introduction ~ Managing A Dynamic Workplace

Organizational Management Chapter 1

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“A professional is a man who can do his job when he doesn't feel like it. An amateur is a man who can't do his job even when he does feel like it.”

–James Agate, Writer.

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Qualities of a good manager

(according to Bill Gates)

Put thought into your industry of choice Recognize when an employee needs to be fired Create an environment that encourages productivity Make sure you definition of success is clear Be personable and a good communicator Help employees do their job better than you can Keep morale in mind Don’t just delegate, do something Make firm decisions Let employees know whom to please

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The Effective Executive

by Peter Drucker

Effective Executives

Know where their time goes Focus on outward contribution Build on strengths:

Their own Of the superiors Colleagues Subordinates In the situation

Concentrate on the few major areas where superior

performance will produce outstanding results

Make effective decisions

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Challenges in the New Economy

Intellectual Capital Globalization Information and Technological Change Diversity Ethics and Social Responsibility Employment Values Careers and career portfolio

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Trends in workforce demographics

Size of workforce is growing more slowly Pool of younger workers is shrinking Average age of workers is rising More women are entering the workforce Proportion of ethnic minorities is

increasing

Proportion of immigrants is increasing

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Managing Effectively: Three Critical Challenges

GLOBALISM T E C H N O L O G Y CHANGE Management Challenges for the 21st Century

Adapted from Exhibit 1-1: Critical Management Challenges for the 21st Century Chris Schrage

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The Shrinking Globe

1500-1840

Best average speed of horse-drawn carriages

and sailing ships- 10 mph 1850-1930

Steam locamotives- 65 mph Steamships- 36 mph

1950s

Propeller aircraft-300 to 400 mph

1960s

Jet passenger aircraft 500-700 mph

Today

Can be anywhere in the world within 24 hours Can communicate via the telephone, internet,

and fax instantaneously

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Mintzberg’s Managerial Roles

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Managing Strategically to Meet the Challenges

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

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What is Management?

It is a process

A series of activities and operations, such as planning,

deciding, and evaluating

Of assembling and using sets of resources

Human, financial, material and information

In a goal-directed manner to accomplish tasks

A purposeful activity

In an organizational setting It is undertaken in organizations

By people with different functions intentionally structured and

coordinated to achieve common purposes

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Management Perspective 1: The Organizational Context

Management occurs in organizations, not in

isolation

There are many different types of organizations Each organization has its own characteristics

that influence effective management

Effective managers must understand

• rganizations

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Management Perspective 2: The Human Factor

Effective managers must be

adept at

Assessing their own as well as

• ther people’s capabilities

Matching people’s capabilities

with appropriate responsibilities

Creating an environment where

• thers are motivated to work

toward the organization’s goals

Find untapped potential and

drawing it out

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Management Perspective 3: Managing Paradoxes

Management requires simultaneously

mastering multiple and potentially conflicting situations

Integration & fragmentation Consistency & Flexibility Reflection & Action Global Perspective & Local Understanding

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Management Perspective 4: Entrepreneurial Mindset

Managers must continuously search for

and exploit new opportunities

An entrepreneurial mindset requires a

commitment to constantly learning new skills and acquiring new knowledge

An entrepreneurial mindset also requires a

commitment to adding value to other people’s efforts and to society

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What Managers Do

Managerial activities differ by

The functions managers serve The roles in which managers

• perate

The dimensions of each

manager’s job

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Process of Management

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Planning

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

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Organizing

Organizing involves paying attention to

The structure of relationships among positions The people occupying those positions Linking that structure to the overall strategic direction

• f the organization

Coordinating resources necessary for the

• rganization to reach its goals and objectives

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Directing (Leading)

Directing is the process of influencing other

people to attain organizational objectives

An environment that stimulates motivation within the

employees

Interacting effectively in group and team situations Communicating in support of others’ efforts on behalf

• f achieving their work and organizational goals

)

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Controlling

Controlling is a monitoring process Regulating the work of those for whom a

manager is responsible which may include

Setting standards of performance in advance Monitoring ongoing (real-time) performance Assessing a completed performance

Results of the control process (evaluation)

are fed back into the planning process

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Dimensions of a Manager’s Job

Activities or duties that

must be carried out

Standards or levels of

minimum performance that must be met. Demands

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Manager’s Challenge

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Dimensions of a Manager’s Job

Factors that limit the

response of the manager

Time Budgets Technology Attitudes of subordinates Legal regulations

Demands Constraints

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Dimensions of a Manager’s Job

Discretionary behavior

How work is to be done How much work is to be

done

Who will do the work What initiatives will be

undertaken from almost infinite possibilities

Demands Constraints Choices

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Maintain attractive appearance of

restaurant

Keep employee costs as low as

possible

Meet standards for speed of service Develop new product with strong

market appeal

Hold formal weekly progress

meeting with boss

Frequent travel to other company

sites

Job B: Fast Foods Restaurant Manager Job A: Project Team Manager

Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices

Comparing Managerial Dimensions

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Most employees have limited formal

education

Few monetary incentives to reward

• utstanding performance

Federal and state health and safety

regulations

12 month deadline for product

development

Project budget limit of $1 million No choice in selecting team

members

Job B: Fast Foods Restaurant Manager Job A: Project Team Manager

Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices

Comparing Managerial Dimensions

&

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Selection of employee to promote to

supervisor

Scheduling of shifts and

assignments

Local advertising promotions The organizational structure of the

project team

Sequencing of project tasks Budget allocation

Job B: Fast Foods Restaurant Manager Job A: Project Team Manager

Adapted from Exhibit 1.4: Two Managerial Jobs with Different Demands, Constraints and Choices

Comparing Managerial Dimensions

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Katz’s Essential Managerial Skills

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What Skills Do Managers Need?

Interpersonal skills Sensitivity Persuasiveness Empathy Conceptual skills Logical reasoning Judgment Analytical abilities

Adapted from Exhibit 1.5: Managers’ Skills

Technical skills Specialized knowledge (Including when and

how to use the skills)

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Competencies that “make a difference” in managerial success

Leadership Self-objectivity Analytic thinking Behavioral flexibility Oral presentations Written communication Personal impact Resistance to stress Tolerance for uncertainty