Chapter Innovative Management for a Changing World © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Innovative Management for the New Workplace  Rapid environmental shifts: Technology Globalization Shifting social values  In the new workplace, work is free-flowing and flexible Success depends on innovation and continuous improvement © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part New Management Competencies Managers  more with less  engage hearts and minds  see change as natural  inspire vision and cultural values  allow people to create a collaborative workplace  allow people to create a productive workplace © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Management Competencies for Today’s World  Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources  Today’s effective manager is an enabler who helps people and be their best   Today’s best managers are “future-facing.” Managers employ an empowering leadership style © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.1 State-of-the-art Management  I © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.2 What Do Managers Do? © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.3 The Process of Management © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Organizational Performance  Organization: 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 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Management Skills  Three categories of skills: conceptual, human, technical  The degree of the skills may vary but all managers must possess the skills  The application of management skills change as managers move up the hierarchy © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.4 Relationship of Skills to Management 10 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.5 Good Behaviors for Managers 11 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part When Skills Fail    Missteps and unethical behavior have been in the news During turbulent times, managers must apply their skills Common management failures: Not listening to customers Unable to motivate employees Not building teams Inability to create cooperation Failure to clarify performance expectations Poor communication and interpersonal skills 12 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.6 Top Causes of Manager Failure 13 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Management Types: Vertical  Top managers: Responsible for the entire organization  Middle managers: Responsible for business units  Project managers: Responsible for misinterpreting signals  First-line managers: Responsible for production of goods and services 14 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.7 Management Levels 15 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Management Types: Horizontal  Functional managers: Responsible for departments that perform specific tasks  General managers: Responsible for several departments 16 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Making the Leap: Becoming a New Manager   Organizations often promote star performers to management    Many new managers expect more freedom to make changes Becoming a manager is a transformation Move from being a doer to a coordinator Successful managers build teams and networks Many make the transformation in a “trial by fire” 17 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.8 Making the Leap from Individual Performer to Manager 18 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Do You Really Want to Be a Manager?  The increased workload  The challenge of supervising former peers  The headache of responsibility for other people  Being caught in the middle 19 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Manager Activities  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) 20 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Manager Roles  Role: Set expectations for a manager’s behavior  Every role undertaken by a manager accomplishes the functions of: Planning Organizing Leading Controlling 21 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.9 Ten Manager Roles 22 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Manager Roles  Manager roles are important to understand but they are not discrete activities  Management cannot be practiced as independent parts  Managers need time to plan and think 23 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.10 Hierarchical Levels and Importance of Leader and Liaison Roles 24 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Managing in Small Business and Nonprofit Organizations  Small businesses are growing  Nonprofits need management talent Inadequate management skills is a threat The roles for small business managers differ Entrepreneurs must promote the business Apply the four functions of management to make social impact More focus on keeping costs low Need to measure intangibles like “improving public health” 25 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part [...]... production of goods and services 14 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.7 Management Levels 15 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Management Types: Horizontal  Functional... communication and interpersonal skills 12 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.6 Top Causes of Manager Failure 13 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Management Types: Vertical  Top... 1.9 Ten Manager Roles 22 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Manager Roles  Manager roles are important to understand but they are not discrete activities  Management cannot be practiced as independent parts  Managers need time to plan and think 23 © 2016 Cengage Learning All Rights... Hierarchical Levels and Importance of Leader and Liaison Roles 24 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Managing in Small Business and Nonprofit Organizations  Small businesses are growing  Nonprofits need management talent Inadequate management skills is a threat The roles for small business... Successful managers build teams and networks Many make the transformation in a “trial by fire” 17 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.8 Making the Leap from Individual Performer to Manager 18 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to... Always working (catching up) 20 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Manager Roles  Role: Set expectations for a manager’s behavior  Every role undertaken by a manager accomplishes the functions of: Planning Organizing Leading Controlling 21 © 2016 Cengage Learning All Rights Reserved...1.5 Good Behaviors for Managers 11 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part When Skills Fail    Missteps and unethical behavior have been in the news During turbulent times, managers must apply their skills Common management failures: Not listening to customers Unable... perform specific tasks  General managers: Responsible for several departments 16 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Making the Leap: Becoming a New Manager   Organizations often promote star performers to management    Many new managers expect more freedom to make changes Becoming a... skills is a threat The roles for small business managers differ Entrepreneurs must promote the business Apply the four functions of management to make social impact More focus on keeping costs low Need to measure intangibles like “improving public health” 25 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole... or in part Do You Really Want to Be a Manager?  The increased workload  The challenge of supervising former peers  The headache of responsibility for other people  Being caught in the middle 19 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part Manager Activities  Adventures in multitasking Activity ... © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.1 State-of-the-art Management  I © 2016 ... Do? © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.3 The Process of Management © 2016 Cengage... services 14 © 2016 Cengage Learning All Rights Reserved May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part 1.7 Management Levels 15 © 2016 Cengage