Chapter One:

1. Chapter One: Innovation for Turbulent Times

2. Managers for Turbulent Times • 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

3. Why Innovation Matters • Managers must focus on innovation • Competitive advantage • 86% of executives worldwide agreed that innovation is important • Innovation keeps the organization growing • Products • Services • Management Systems • Production Processes • Corporate Values

4. 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 get things done through the organization • Create right systems and environment • Organizations need good managers

5. The Process of Management

6. 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 and organizational goal.

7. Relationship of Management Skills

8. 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

9. 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 • Misinterpret signals from marketplace • Don’t build teams • Inability to execute strategies • Failure to comprehend and adapt to change • Poor communication and interpersonal skills

10. Management Types Not all managers’ jobs are the same: • First-line managers • Middle managers • Top managers/executives

11. Making The Leap: Becoming A New Manager • Organizations often promote star performers to management positions • Becoming a manager is a profound 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 “trial by fire”

12. From Individual Performer to Manager

13. 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.

14. Manager Activities • Adventures in multitasking • Activity characterized by variety, fragmentation, and brevity • Less than nine minute on most activities • Managers shift gears quickly • Life on speed dial • Work at unrelenting pace • Interrupted by disturbances • Always working (catching up)

15. Ten Manager Roles • Decisional • Entrepreneur • Disturbance Handler • Resource Allocator • Negotiator Informational • Monitor • Disseminator • Spokesperson Interpersonal • Figurehead • Leader • Liaison

16. Manager Roles • Manager roles are important to understand but they are not discrete activities • Management can’t be practiced as independent parts • Managers need time to plan and think

17. 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 • Apply the four functions of management to make social impact • More focus on costs • Need to measure intangibles like “improving public health”

18. Management and the New Workplace Rapid environmental shifts: • Technology • Globalization • Shifting social values

19. The Transition to a New Workplace

20. New Management Competencies • Empowering leadership style • Collaborative relationships • Team-building skills Managers must rethink their approach to organizing, directing, and motivating employees.

21. Managing Crisis and Unexpected Events • Managers are dealing with increased turbulence and disorder • Loss of computer data • Racial discrimination • Factory fires • Workplace violence • Globalization • Unexpected events are happening more frequent than ever

22. Five Leadership Skills for Crisis Management • Stay calm. • Be visible. • Put people before business. • Tell the truth. • Know when to get back to business.

23. The Learning Organization • All employees are engaged… • Experiment • Change • Improve • Learn • Focus is problem-solving instead of efficiency • Competitive advantage can be gained by increasing the capacity for employees to learn

24. Managing the Technology-Driven Workplace • Today’s workplace is driven by technology • Employees perform work on computers • Workers are connected electronically around the world • Machines have replaced factory work • Companies are collaborating with customers

25. Management Perspectives over Time

26. Management Perspective: Scientific

27. Management Perspectives: Bureaucratic & Administrative Bureaucratic • Subfield of classical perspective • Lead by Max Weber • Impersonal, rational management focused on efficiency Administrative Principles • Unity of command • Division of work • Unity of direction • Scalar chain

28. Management Perspective: Humanistic Understanding human behavior, needs and attitudes • Human-Relations Movement – more enlightened treatment of employees. • Human-Resources Perspective – focus on worker participation and considerate leadership.

29. Theory X and Theory Y

30. Management Perspective: 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

31. Management Science Perspective Total Quality Management • Associated with Japanese companies • Emerged from W. Edwards Deming; “father of quality movement” • Managing the entire organization to delivery quality • Infuse quality in all activities and processes • Employee involvement, customer focus, benchmarking, continuous improvement