Management a practical introduction 3rd kinicky chapter 03

Management A Practical Introduction Third Edition Angelo Kinicki & Brian K Williams Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities Doing The Right Thing Inside Stakeholders Outside Stakeholders Ethical Responsibilities of Managers Social Responsibilities of Managers The New Diversified Workforce Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.1 The Community Of Stakeholders Inside The Organization WHAT ARE INTERNAL STAKEHOLDERS? Stakeholders are people whose interests are affected by an organization’s activities Internal stakeholders include • employees, • owners, and the • board of directors Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.1 The Community Of Stakeholders Inside The Organization Figure 3.1: The Organization’s Environment Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.1 The Community Of Stakeholders Inside The Organization Today, forward-looking companies recognize that employees can be the most important resource in the organization, and that conflict between management and employees can be detrimental to everyone’s stake in the firm Owners include all those who can claim an organization as their legal property The goal of owners is to make a profit  A company’s board of directors is elected by stockholders to ensure the company is being run properly The board of directors is responsible for helping to set strategic goals and approve major decisions and salaries for top management Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities CLASSROOM PERFORMANCE SYSTEM Which of the following is not an internal stakeholder? A) board of directors B) employees C) suppliers D) owners Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities CLASSROOM PERFORMANCE SYSTEM Which of the following is not an internal stakeholder? A) board of directors B) employees C) suppliers D) owners Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.2 The Community Of Stakeholders Outside The Organization WHAT ARE EXTERNAL STAKEHOLDERS? External stakeholders are those people or groups in the organization’s external environment that are affected by it The external environment consists of the • task environment and the • general environment Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.2 The Community Of Stakeholders Outside The Organization The task environment includes customers, competitors, suppliers, distributors, strategic allies, employee organizations, local communities, financial institutions, government regulators, special-interest groups, and mass media Customers are those who pay to use an organization’s goods or services Competitors are people or organizations that compete for customers or resources A supplier is a person or organization that provides supplies (raw materials, services, equipment, labor, or energy) to other organizations Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.2 The Community Of Stakeholders Outside The Organization     Task Environment, cont A Distributor is a person or organization that helps another organization sell its goods and services to customers Strategic allies describes the relationship between two organizations that join forces to achieve advantages neither can perform as well alone Labor unions are usually associated with hourly employees and professional associations usually represent salaried workers Local communities rely on companies for jobs, for tax revenues, for financial support, and so on Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Figure 3.2: The Diversity Wheel Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Personality is at the center of the diversity wheel because it is the stable physical and mental characteristics responsible for a person’s identity Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Figure 3.2: The Diversity Wheel Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Internal dimensions of diversity are those human differences that exert a powerful, sustained effect throughout every stage of our lives Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Figure 3.2: The Diversity Wheel Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce The personal characteristics that people acquire, discard, or modify throughout their lives are the external dimensions of diversity Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Figure 3.2: The Diversity Wheel Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce A person’s management status, union affiliation, work location, seniority, work content, and divisions or department are all organizational dimensions of diversity Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Figure 3.2: The Diversity Wheel Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce HOW WILL THE U.S WORKFORCE CHANGE IN THE 21ST CENTURY? There will be more older people in the workforce as the median age of the American worker goes up Today, women hold half of all management and professional jobs, and more women will enter the workforce However, the ability of women to rise to the top will continue to be limited by a glass ceiling By 2020, people of color will make up 37 percent of the U.S workforce Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Reducing discrimination against gays and lesbians in the workplace will be another challenge for managers As a result of the Americans with Disabilities Act organizations will need to ensure that there is no discrimination against people with disabilities About a quarter of the workforce may be underemployed (working in jobs that require less education than they have), while at the same time, high-school dropouts and others may not have the literacy skills needed for many jobs Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce WHAT ARE THE BARRIERS TO DIVERSITY? Managers may reflect their resistance to making an organization more diverse in six ways: Ethnocentric managers believe that their native country, culture, language, abilities, or behavior is superior to those of others, and so feel that diversity hiring means a sacrifice in competency and quality Managers may fear reverse discrimination - the efforts to achieve greater diversity will result in just the opposite – more minorities being promoted over more qualified whites Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin 3.5 The New Diversified Workforce Managers may resist special programs to teach tolerance for diversity because they believe the programs take time away from their “real work” Minorities may face an unsupportive social atmosphere and be excluded from office camaraderie and social events Firms that are not supportive of family demands and fail to offer options like flextime create a challenging environment especially for women Minorities may not be assigned to work that gets them promoted to senior positions or get the informal mentoring that helps them with the networking needed to get ahead Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities CLASSROOM PERFORMANCE SYSTEM Which of the following is not an internal dimension of diversity? A) gender B) marital status C) race D) sexual orientation Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities CLASSROOM PERFORMANCE SYSTEM Which of the following is not an internal dimension of diversity? A) gender B) marital status C) race D) sexual orientation Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin ... set strategic goals and approve major decisions and salaries for top management Kinicki/Williams, Management: A Practical Introduction 3e ©2008, McGraw-Hill/Irwin Chapter 3: The Manager’s Changing... Sociocultural forces are influences and trends in a country’s, a society’s, or a culture’s human relationships and values that may affect an organization Kinicki/Williams, Management: A Practical Introduction. .. organization International forces are changes in the economic, political, legal, and technological global system that can affect an organization Kinicki/Williams, Management: A Practical Introduction