Managing in the 21st Century

1. Managing in the 21st Century Chapter 1

2. Chapter Objectives • Explain the management process, including what managers do • Describe the changing role for managers • Describe why the “people side” of management is important • Outline current forces creating turbulence and change for organizations and managers • Discuss the main trends in how modern organizations are changing and managed Chapter 1

3. Important Concepts Management The Organization A Manager Chapter 1

4. Planning Leading The Process of Management Controlling Organizing Chapter 1

5. Types of Managers Organizational Level Position Functional Title • President • Vice President • CFO • Production Manager • Sales Manager • HR Manager • Production Supervisor • Regional Sales Manager • Chief Bookkeeper Top Managers Middle Managers First-Line Managers Executives Managers or Directors Supervisors Chapter 1

6. Concerns of Canadian CEOs • Key issue: people • Other major concerns: • Staffing • Recruitment • Retraining • How to create and sustain employee morale Chapter 1

7. “Speed” Brutally honest Constantly focusing company’s and employees’ attention Younger and richer Comfortable with ambiguity & speed Monitors market trends and competitors The e-CEO Chapter 1

8. The Roles of Management Figurehead Leader Liaison Spokesperson Negotiator Chapter 1

9. What has the Attention of CEOs? ACTION TAKEN ALL CEOs U.S. AND CANADA EUROPE AND ASIA Setting vision and strategy Exploring M & As Reshaping corporate culture and employee behaviour Monitoring corporate financial information 66% 51% 47% 45% 67% 51% 48% 47% 65% 51% 45% 43% Chapter 1

10. Renewal Three Processesfor Promoting Change Entrepreneurial Competence- Building Chapter 1

11. Managing the Renewal Process Canadian executives are falling behind: • Many fail to see e-commerce or the Internet worthy of strategic initiative • Many predict that the economy will be heavily dependent on the Web Chapter 1

12. The People Side of Management Management Function The Leadership Side of Management • Getting department heads to work together • Working with small groups of employees • Dealing with inter-departmental conflicts • Dealing with power and politics • Expediting communication • Understanding personal motivation and skills • Influencing behaviour of subordinates • Correcting employee control problems • Encouraging employees to change Planning Organizing Controlling Chapter 1

13. Successful Managers Personality and Interests Competencies Achievements Chapter 1

14. Technology Globalization Deregulation Competition and Change Political Change Category Killers Global Workforce Human Capital Cross Cultural Management Issues Chapter 1

15. ABB Asea Brown Boveri The Modern Organization The Future is Now Cisco Systems Saturn Corporation Chapter 1

16. Technological Innovation Globalization Uncertainty Turbulence Change Responsive Adaptive Fast Forces Are Creating Companies Must Be Deregulation Demographic Changes Political Changes Fundamental Changes Facing Management Chapter 1

17. Smaller units Team-based organizations Empowerment Flatter structures New power bases Vision and values Knowledge-based organizations Agents of change Leadership E-commerce The New Management Chapter 1