chapter 1 innovative management for a changing world
TRANSCRIPT
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Chapter 1Innovative Management for a Changing World
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• Innovation is the new imperative• Organizations cannot survive long-term without
innovation• Companies like Facebook and Google are always
investing in new ideas• Innovation should be a part of products,
processes, people, and values
Why Innovative Management Matters
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Management is the attainment of organizational goals in an effective and efficient manner through
planning, organizing, leading, and controlling organizational resources
Managers get things done through the organization
Create right systems and environment
Organizations need good managers
The Definition of Management
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1.1 What Do Managers Do?
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1.2 The Process of Management
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Any others?
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• An organization is a social entity that is goal directed and deliberately structured
• Organizational effectiveness – providing a product or service that customers value
• Organizational efficiency refers to the amount of resources used to achieve an organizational goal
Organizational Performance
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• Three categories of skills: conceptual, human, technical
• The degree of the skills may vary but all managers must possess these skills
• The application of management skills change as managers move up the hierarchy
Management Skills
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1.3 Relationship ofSkills to Management
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• Missteps and unethical behavior have been in the news
• During turbulent times, managers must apply their skills
• Common management failures:– Not listening to customers– Misinterpreting signals from marketplace– Not building teams– Inability to execute strategies– Failure to comprehend and adapt to change– Poor communication and interpersonal skills
When Skills Fail
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1.4 Top Causes of Manager Failure
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• Top managers are responsible for the entire organization
• Middle managers are responsible for business units
• First-line managers are responsible for production of goods and services
Management Types: Vertical
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• Functional Managers are responsible for departments that perform specific tasks
• General Managers are responsible for several departments
Management Types: Horizontal
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1.5 Management Levels
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• Organizations often promote star performers to management
• Becoming a manager is a transformation– Move from being a doer to a coordinator
• Many new managers expect more freedom to make changes
• Successful managers build teams and networks• Many make the transformation “trial by fire”
Making The Leap: Becoming A New Manager
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1.6 From Individual Performer to Manager
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The increased workload
The challenge of supervising former peers
The headache of responsibility for other people
Being caught in the middle
Dealing with ambiguity…”Shades of Grey”
o You Really Want to Be A Manager?
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Adventures in multitasking– Activity characterized by variety, fragmentation, and
brevity– Less than nine minutes on most activities– Managers shift gears quickly
Life on speed dial– Work at unrelenting pace– Interrupted by disturbances– Always working (catching up)
Manager Activities
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Ten Manager Roles
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Informational Monitor Disseminator Spokesperson
Interpersonal Figurehead Leader Liaison
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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• Manager roles are important to understand but they are not discrete activities
• Management can’t be practiced as independent parts
• Managers need time to plan and think
Manager Roles
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1.8 Hierarchical Levels and Importance of Roles
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Small businesses are growing– Inadequate management skills is a threat– The roles for small business managers differ– Entrepreneurs must promote the business
Nonprofits need management talent– Apply the four functions of management to make social
impact– More focus on costs– Need to measure intangibles like “improving public
health”
Managing in Small Business and Nonprofit Organizations
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• Rapid environmental shifts:– Technology– Globalization– Shifting social values
• In the new workplace, work is free-flowing and flexible
Innovative Management forthe New Workplace
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1.9 Transition to a New Workplace
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• Collaboration across functions, levels, customers, and companies
• Experimentation and learning are key values
• Knowledge and information sharing
New Management Competencies
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More challenges and changes are on the horizon! This is an exciting time in management.