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Innovative Management for a Changing World: Adaptation, Empowerment, and Collaborative Leadership

This chapter explores the new challenges and competencies required for effective management in a rapidly changing world. It discusses the importance of innovation, continuous improvement, and flexibility in the new workplace, as well as the crucial role of managers in enabling and inspiring their teams. The chapter also covers the essential management skills and behaviors necessary for success, and explores the different levels and types of management. Finally, it discusses the unique challenges and opportunities faced by managers in small business and nonprofit organizations.

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Innovative Management for a Changing World: Adaptation, Empowerment, and Collaborative Leadership

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  1. Chapter 1 Innovative Management for a Changing World

  2. Innovative Management forthe 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

  3. New Management Competencies Managers • do 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

  4. Management Competenciesfor 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 do and be their best. • Today’s best managers are “future-facing.” • Managers employ an empowering leadership style.

  5. 1.1 State-of-the-art Management • I

  6. 1.2 What Do Managers Do?

  7. 1.3 The Process of Management

  8. 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

  9. 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

  10. 1.4 Relationship ofSkills to Management

  11. 1.5 Good Behaviors for Managers

  12. 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

  13. 1.6 Top Causes of Manager Failure

  14. 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

  15. 1.7 Management Levels

  16. Management Types: Horizontal • Functional managers:Responsible for departments that perform specific tasks • General managers:Responsible for several departments

  17. Making the Leap: Becoming a New Manager • Organizations often promote star performers to management • Becoming a manager is a transformation • Move from being a doer to a coordinator • Many new managers expect more freedom to make changes • Successful managers build teams and networks • Many make the transformation in a “trial by fire”

  18. 1.8 Making the Leap from Individual Performer to Manager

  19. 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

  20. 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)

  21. Manager Roles • Role: Set expectations for a manager’s behavior • Every role undertaken by a manager accomplishes the functions of: • Planning • Organizing • Leading • Controlling

  22. 1.9 Ten Manager Roles

  23. 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

  24. 1.10 Hierarchical Levels and Importance of Leader and Liaison Roles

  25. 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 • Nonprofits need management talent • Apply the four functions of management to make social impact • More focus on keeping costs low • Need to measure intangibles like “improving public health”

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