Innovative Management for a Changing World Chapter 1

Innovative Management for a Changing World Chapter 1

Innovative Management for a Changing World Chapter 1 Management for a Changing World The nature of management is to motivate and coordinate others Management is undergoing a revolution From tight control to collaboration

Doing more with less Change is natural Engage the whole employee Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Why Innovative Management Matters Managers must focus on innovation Innovation is the new imperative

New and growing companies have fearless managers Innovation keeps the organization growing Products Services Management Systems Production Processes Corporate Values Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved.

The Definition of Management Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources Managers set goals Organize activities Motivate and communicate

Measure performance and develop people Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. The Process of Management Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Organizational Performance 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 Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Relationship of Management Skills

Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Management Skills Three category 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 Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. When Skills Fail During turbulent times, managers must apply their skills and competencies Common management failures: Not listening to customers

Unable to motivate employees Cant build cohesive teams Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Making The Leap: Becoming A New Manager Organizations promote star performers to management

Move from being a doer to a coordinator New managers want to do all the work themselves instead of developing others New managers expect greater freedom to make changes Many new managers make the trial by fire Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. From Individual Performer to Manager

Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. 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) Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. 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 Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Ten Manager Roles

Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Managing in Small Business and Nonprofit Organizations Small businesses are growing Inadequate management skills is a threat The roles for small business managers differ Entrepreneurs must promote the business

Nonprofit organizations seek good managers More emphasis on spokesperson, resource allocator and leader All organizations carefully integrate and adjust management functions to meet their circumstances Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Innovative Management for the New Workplace

Turbulent Forces Technology, globalization, shifting social changes, changes in the workforce and environmental shifts New Workplace Characteristics Work is free flowing and flexible, structures are flatter with fewer employees New Management Competencies

Employ empowering leadership styles Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. The Transition to a New Workplace Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. New Management Competencies Empowering leadership style

Collaborative relationships Team-building skills Managers must rethink their approach to organizing, directing, and motivating employees Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Managing the Technology-Driven Workplace Todays workplace is driven by technology

Customer Relationship Management (CRM), outsourcing and supply chain management Employees perform work on computers Workers are connected around the world Machines have replaced factory work Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Management Perspectives over Time Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Management and Organization Social Forces are aspects of culture that guide relationships among people Changing attitudes, ideas and values

Political Forces refer to influence of political and legal institutions Economic Forces relate to the resources in society Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Classical Perspective Early study of management during nineteenth and early twentieth centuries

During the early years of the factory system The development of complex organizations demanded new approaches to command and control Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Scientific Management Scientifically designed jobs and practices

From the late 1800s, the focus is on efficiency and labor productivity The concepts increased productivity and are still important today Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Characteristics of Scientific Management

Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Bureaucratic Organizations A systematic approach to looking at the organization Impersonal and rational management of organizations Clear division of labor; hierarchy The term bureaucracy has become a negative

term Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Administrative Principles Subfield of classical perspective Focus on the total organization General principles which are part of management philosophy today:

Unity of command Division of work Unity of direction Scalar chain Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Humanistic Perspective Understanding human behavior, needs and attitudes

Human-Relations Movement more enlightened treatment of employees Human-Resources Perspective focus on worker participation and considerate leadership Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Theory X and Theory Y

Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Behavioral Sciences Approach Draws from sociology, psychology, anthropology, economics and other disciplines Organizational development stems from this approach Improve organizational health and effectiveness

Cope with change and improve relationships Greatly influenced management since 1970s Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Quantitative Approach Also referred to as management science Application of mathematics, statistics, and

other quantitative techniques Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Recent Historical Trends Systems Thinking see both the elements and the interaction in a system/situation Contingency View view each situation as unique and principles are not universal

Total Quality Management (TQM) focusing the whole organization on delivering quality and service Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved. Systems Thinking and Circles of Causality Copyright 2013 by South-Western, a division of Cengage Learning. All rights reserved.

Recently Viewed Presentations

  • PowerPoint Presentation Last modified by: Andrew J. Robison IV Created Date: 1/1/1601 12:00:00 AM Document presentation format: On-screen Show Other titles:
  • Ends and Outs of Reconciling

    Ends and Outs of Reconciling

    The JV form should be submitted to station's FSC trial balance accountant for approval and processing. 7-5 COMMON F911 VS MACRO ISSUES Subject: Procedure to change vendor for credit card reconciliation ET transactions Sandra Cole sent me the instructions below...
  • Key area 3 - Control and communication Nervous

    Key area 3 - Control and communication Nervous

    E.g. You hear a car coming around a bend, realise you cant cross in time and then decide to stop and wait for it to pass. Areas of the body which are more sensitive have a larger area of the...
  • 1 2 3 TECHNO - PA FFA Foundation

    1 2 3 TECHNO - PA FFA Foundation

    Supervised Agriculture Experience Pennsylvania Department of Education BCTE Pennsylvania SAE Guidelines July 2009
  • "Regaining Your Heart" 2019

    "Regaining Your Heart" 2019

    God was telling them, "Don't respond to this call by doing just some outward religious acts, but let this be something that completely affects your heart. Let the Word of the Lord, yes, compel you to action, but also shake...
  • INFECTION CONTROL - Ralph H. Johnson VA Medical Center

    INFECTION CONTROL - Ralph H. Johnson VA Medical Center

    Infection Control at the VAMC. T. he. Infection Control Program . is a Center wide discipline that develops effective measures to . prevent, identify, and control. infections acquired in the Medical Center or brought into the Medical Center from the...
  • Rapid Prototype Machine - University of Idaho

    Rapid Prototype Machine - University of Idaho

    Rapid Prototype Machine (RPM) The dimension BST 1200 is an additive fabrication printer. Additive fabrication is a process in which layers of material are placed successively on top of each other to create the component.
  • Entrepreneur Certificate Program Brought to you by NJ

    Entrepreneur Certificate Program Brought to you by NJ

    * * Business plans are a necessary tool for every phase of business operations, from start-up to expansion. A sound business plan will help you manage your business more effectively and serve as a tool for planning, marketing, and financing...