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  • Slide 1
  • Introduction: The Dynamic New Workplace
  • Slide 2
  • Planning Ahead The major study questions: What are organizations like in the new workplace? Who are managers and what do they do? What is the management process? What are the challenges ahead? Case preview Coca ColaCoca Cola
  • Slide 3
  • Organizations and the New Workplace Organizations combine the talents of their employees to achieve unique and significant results
  • Slide 4
  • Organizations and the New Workplace Individuals depend on organizations to provide gainful employment good organizations make the best employers
  • Slide 5
  • Exercise Make a list of the behavioral attributes of the best and worse boss you have ever had; or would like to work for Summer jobs; part-time work etc Share your list with a neighbour; make a master list and include why you feel these attributes are acceptable or unacceptable Be prepared to share with the class
  • Slide 6
  • Organizations and the New Workplace People are the the ultimate foundations of organizational performance represent intellectual capital are indispensable in creating long-term success
  • Slide 7
  • Organizations and the New Workplace What is an Organization? A collection of people working together to achieve a common purpose Members are able to accomplish more than they would individually
  • Slide 8
  • Organizations and the New Workplace What is an Organization? The purpose is to produce goods and/or services that satisfy the needs of customers Quality products and customer satisfaction are sources of organizational strength and performance advantage Resource Inputs People Money Materials Technology Information Product Outputs Finished goods and/or services Transformation process Workflows turn resources Into outputs Consumer feedback
  • Slide 9
  • Organizations and the New Workplace Organizations as Systems A system is a collection of interrelated parts that function together to achieve a common purpose organizations are open systems that interact with their environments organizations transform resource inputs into product outputs (goods and services) feedback from the environment tells an organization how well it is meeting the needs of customers and society
  • Slide 10
  • Organizations and the New Workplace Productivity and Organizational Performance Value-added if an organization can add value to the original cost of resource inputs it can: earn a profit add wealth to society
  • Slide 11
  • Organizations and the New Workplace Productivity and Organizational Performance Performance effectiveness measure of task output or goal accomplishment direct line to ultimate customer service and satisfaction Performance efficiency measure of the resource cost associated with goal accomplishment measure of outputs realized compared to inputs consumed
  • Slide 12
  • Productivity & the Dimension of Organizational Performance Goal Attainment High Effective but not Efficient Goals achieved Resources wasted Effective & Efficient Goals achieved Resources well utilized High productivity Low Neither Effective nor Efficient Goals not achieved Resources wasted Efficient but not Effective Goals not achieved No wasted resources PoorGood Resource Utilization
  • Slide 13
  • Organizations and the New Workplace Changing Nature of Organizations Quality is a strong productivity theme total quality management (TQM) is managing with an organizationwide commitment to continuous improvement completely meeting customers needs Change is an important aspect of organizations Technology virtual organizations operate with the support of extensive computer networks allows people to work across large geographical distances
  • Slide 14
  • Organizations and the New Workplace Changing Nature of Organizations (cont) Cross-functional task forces employees who work in different parts of an organization meet to share problem-solving expertise and coordinate operations Formative Exercise FerrariFerrari Read the brief exercise on Ferrari and answer the questions that follow
  • Slide 15
  • Managers and the New Workplace A Manager is someone in an organization who is responsible for the work performance of one or more employees ex. supervisor, team leader, division head, administrator, project director
  • Slide 16
  • Managers and the New Workplace Essential Human Resources are employees that report to managers ex. direct reports, team members, subordinates
  • Slide 17
  • Managers and the New Workplace A Managers key responsibility is to help an organization achieve high performance by utilizing human and material resources Management is the process consisting of planning organizing leading controlling
  • Slide 18
  • Managers and the New Workplace Types of Managers Top managers ensure that major performance objectives are established and accomplished in accordance with an organizations purpose responsible for performance of an organization as a whole or one of its significant parts ex. CEO, COO, president, vice president
  • Slide 19
  • Managers and the New Workplace Types of Managers (cont) Middle managers report to top managers in charge of relatively large departments or divisions implement complex projects that require the participation of persons from different parts of organizations ex. Plant managers, division managers, branch sales managers, clinic directors, deans
  • Slide 20
  • Managers and the New Workplace Types of Managers (cont) First-line managers in charge of a smaller work unit composed of nonmanagerial workers ensure that their work team or unit meets performance objectives that are consistent with plans of middle and top management ex. team leader, supervisor, department head, unit manager
  • Slide 21
  • Managers and the New Workplace Types of Managers (cont) Managers work in different capacities within organizations Line managers are responsible for work activities that directly affect an organizations outputs Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity General managers are responsible for more complex units that include many functional areas Administrators typically work in nonprofit organizations
  • Slide 22
  • Managers and the New Workplace Accountability and Managerial Performance Managers set the conditions through which individuals and groups contribute to organizational productivity Accountability is the requirement of one person to answer to a higher authority and show the results that were achieved for assigned duties Managers fulfill performance accountability while achieving high performance outcomes and high levels of job satisfactions
  • Slide 23
  • Managers and the New Workplace Accountability and Managerial Performance Quality of Work Life (QWL) - an indicator of overall quality of human experience 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
  • Slide 24
  • Four Functions of Management Planning Setting performance objectives and deciding how to achieve them Organizing Arranging tasks, people, and other resources to accomplish the work Leading Inspiring people to work hard to achieve high performance Controlling Measuring performance and taking action to ensure desired results The Management Process
  • Slide 25
  • The Management Process Managerial Activities and Roles Interpersonal roles - interactions with persons inside and outside the work unit (figurehead) Informational roles - involve the giving, receiving and analyzing of information (monitor) Decisional roles - involve using information to make decisions to solve problems or address opportunities (Negotiator)
  • Slide 26
  • The Management Process Managerial Activities and Roles Managers work: long hours at an intense pace at fragmented and varied tasks largely through interpersonal relationships
  • Slide 27
  • The Management Process Managerial Agendas and Networks Agenda setting - develop action priorities for their jobs include goals and plans that span long and short time frames general in the beginning but become more specific
  • Slide 28
  • The Management Process Managerial Agendas and Networks Networking process of building and maintaining positive relationships with people
  • Slide 29
  • The Management Process Managerial Skills and Competencies Skill - ability to translate knowledge into action that results in desired performance technical - special proficiency or expertise human - work well with others conceptual - ability to view situations broadly and to solve problems Managerial Competency - skill or personal characteristic that contributes to high performance in a management job that includes the management process the managers roles
  • Slide 30
  • Strategic Scenario It is no longer safe to assume that large businesses or institutions will exist tomorrow; changing times exact the best from strategic planners 1.Using the following list of companies and institutions, brainstorm (in pairs) a

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