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