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1、Managing in Turbulent TimesChapter 1Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Organizational ChangelPace continues to acceleratelChange is major source of business risklDriving ForcesTelecommunicationsDiversity of WorkersPublic consciousnessGlobal marketpla
2、ceCommunity of stakeholders2Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Driving Force: TechnologyEver-advancing Technology has shrunk the world3Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Driving Force: Diversity Incre
3、asing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers4Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Driving Force: Public ConsciousnessPublic consciousness has become much more sensitive and dem
4、anding that organizations be more socially responsible5Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Driving Force: Global Marketplace Strive to remain competitive in the face of increasingly tough global competition Much of the 3rd-world countries have joined
5、the global marketplace, creating a wider arena for sales and services6Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Driving Force: StakeholdersCommunity of StakeholdersOrganizations are responsible to stockholders, and Focus on building relationships with emplo
6、yees, customers, partners, and suppliers7Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Nature of ManagementlCope with diverse, far-reaching challengeslDriving ForcesTelecommunicationsDiversity of WorkersPublic consciousnessGlobal marketplaceCommunity of stakeho
7、lders8Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Shift in Mindsets to Navigate TurbulenceManagers are asked to.lDo more with lesslEngage whole employeeslSee change rather than stability as naturallCreate vision and cultural values that encourage collaborativ
8、e workplace9Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Making a Difference TodayRequires integrating.Tried and true management skills+New approaches that emphasize lHuman touchlEnhance flexibilitylInvolve employees hearts, minds, and bodiesSuccessful organiz
9、ations dont just happen. they are managed to be that way! 10Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Definition of ManagementlThe attainment of organizational goals in an effective and efficient manner through lFour functionsplanning, organizing, leading,
10、and controlling organizational resources.Managers use a multitude of skills to perform functions11Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Functions of ManagementPlanningLeadingControllingOrganizingUse influence to motivate employeesSelect goals and ways t
11、o attain themAssign responsibility for task accomplishmentMonitor activities and make corrections12Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.The Process of ManagementPlanningLeadingResourcesControllingOrganizingPerformanceHumanFinancialRaw MaterialsTechnolo
12、gicalInformationAttain goalsProductsServicesEfficiencyEffectivenessUse influence to motivate employeesSelect goals and ways to attain themAssign responsibility for task accomplishmentMonitor activities and make correctionsExhibit 1.1 page 913Copyright 2005 by South-Western, a division of Thomson Lea
13、rning. All rights reserved.Planning FunctionlDefinitionDefines goals for future organizational performanceDecides tasks and use of resources neededlCorporate ExamplesPlanning AOL Time Warner The Lord of the Rings p. 8Lack of planning Merry-Go-Round p. 814Copyright 2005 by South-Western, a division o
14、f Thomson Learning. All rights reserved.Organizing Function lDefinitionFollows planningReflects how organization tries to accomplish planInvolves assignment of ltasks into departmentslauthority and allocation of resources across organizationlCorporate Examples - Structural reorganizationsHewlett-Pac
15、kard, Sears, Xerox: accommodate changing plansVoyant Technologies: increased sales; faster product development15Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Controlling Function DefinitionMonitoring employees activitiesDetermining whether the organization is o
16、n target toward its goalsMaking corrections as necessary16Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Controlling Function New Trends lEmpowerment and trust of employees = training employees to monitor and correct themselveslNew information technology provide
17、s control without strict top-down constraintsLack of Control Information can lead to Organizational Failure 17Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Organizational PerformanceAttainment of organizational goals in an efficient and effective manner 2nd hal
18、f of definition of managementThe Process of Management18Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Organizational PerformancelOrganization - social entity that is goal directed and deliberately structuredlEffectiveness - degree to which organization achieves
19、 a stated goallEfficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of outputlPerformance organizations ability to attain its goals by using resources in an efficient and effective manner19Copyright 2005 by South-Western, a division of Thomson Learni
20、ng. All rights reserved.Management SkillsComplexMultidimensionalRange of skillsManagers JobExhibit 1.2, page 1220Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Management SkillslConceptual Skills Cognitive ability to see the organization as a whole and the relat
21、ionships among its partslHuman Skills ability to work with and through other people and to work effectively as a group memberlTechnical Skills understanding of and proficiency in the performance of specific taskslWhen skills FailExperiential Exercise: Management Aptitude Questionnaire21Copyright 200
22、5 by South-Western, a division of Thomson Learning. All rights reserved.Management Types - VerticalManagement Levels in the Organizational HierarchyManagerial Levels in the Organizational HierarchyManagerial Levels in the Organizational HierarchyExhibit 1.3, p. 1322Copyright 2005 by South-Western, a
23、 division of Thomson Learning. All rights reserved.Management Types - HorizontallFunctional Managers - Responsible for a department that performs a single functional task and Has employees with similar training and skillslGeneral ManagersResponsible for several departments that perform different fun
24、ctions23Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Managerial Types - HorizontallFunctional ManagersAdvertisingSalesFinanceHuman ResourcesManufacturingAccountinglGeneral ManagersSelf-contained division such as a Dillards department storeProject managers have
25、 general management responsibility as they coordinate people across several departments24Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.What is it like to be a Manager?lManager ActivitiesMultitasking Fragmentation Variety brevityLife on Speed Dial lManagers Role
26、Set of expectations for ones behavior Diverse activities 10 roles25Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Ten Manager RolesCategoryRoleInformationalMonitorDisseminatorSpokespersonInterpersonalFigureheadLeaderLiaisonDecisionalEntrepreneurDisturbance handl
27、erResource allocatornegotiator26Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Hierarchical Levels27Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Managing in Small Businesses and Nonprofit Organizations lRole DifferenceslSo
28、urce of Financial ResourceslUnconventional Bottomline28Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Management and the New WorkplaceCharacteristicslResources = Bits-informationlWork = Flexible, virtuallWorkers = Empowered employees, free agentsForces on Organi
29、zationslTechnology = Digital, e-businesslMarkets = Global, including internetlWorkforce = DiverselValues = Change, speedlEvents = Turbulent, more frequent crisesManagement CompetencieslLeadership = Dispersed, empoweringlFocus = Connection to customers, employeeslDoing Work = By teamslRelationships =
30、 CollaborationlDesign = Experimentation, learning organization29Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Management and the New WorkplacelForces on organizationslNew Management CompetenciesDispersed leadershipEmpowering othersCollaborative relationshipsTea
31、m-building skillsLearning organizationEthical dilemma: Can Management Afford to Look the Other Way?30Copyright 2005 by South-Western, a division of Thomson Learning. All rights reserved.Managing During Turbulent TimeslStay CalmlBe VisiblelPut People Before BusinesslTell the TruthlKnow When to Get Back to Business31
