Introduction: The Dynamic New Workplace

1. Introduction:The Dynamic New Workplace

2. Planning Ahead The major study questions: • What are organizations like in the new workplace? • Who are managers and what do they do? • What is the management process? • What are the challenges ahead? • Case preview – Coca Cola

3. Organizations and the New Workplace • Organizations • combine the talents of their employees to achieve unique and significant results

4. Organizations and the New Workplace • Individuals depend on organizations to provide gainful employment • good organizations make the best employers

5. Exercise • Make a list of the behavioral attributes of the best and worse boss you have ever had; or would like to work for • Summer jobs; part-time work etc • Share your list with a neighbour; make a master list and include why you feel these attributes are acceptable or unacceptable • Be prepared to share with the class

6. Organizations and the New Workplace • People • are the the ultimate foundations of organizational performance • represent intellectual capital • are indispensable in creating long-term success

7. Organizations and the New Workplace • What is an Organization? • A collection of people working together to achieve a common purpose • Members are able to accomplish more than they would individually

8. Organizations and the New Workplace • What is an Organization? • The purpose is to produce goods and/or services that satisfy the needs of customers • Quality products and customer satisfaction are sources of organizational strength and performance advantage Resource Inputs People Money Materials Technology Information Transformation process Workflows turn resources Into outputs Product Outputs Finished goods and/or services Consumer feedback

9. Organizations and the New Workplace • Organizations as Systems • A system is a collection of interrelated parts that function together to achieve a common purpose • organizations are open systems that interact with their environments • organizations transform resource inputs into product outputs (goods and services) • feedback from the environment tells an organization how well it is meeting the needs of customers and society

10. Organizations and the New Workplace • Productivity and Organizational Performance • Value-added • if an organization can add value to the original cost of resource inputs it can: • earn a profit • add wealth to society

11. Organizations and the New Workplace • Productivity and Organizational Performance • Performance effectiveness • measure of task output or goal accomplishment • direct line to ultimate customer service and satisfaction • Performance efficiency • measure of the resource cost associated with goal accomplishment • measure of outputs realized compared to inputs consumed

12. Productivity & the Dimension of Organizational Performance

13. Organizations and the New Workplace • Changing Nature of Organizations • Quality is a strong productivity theme • total quality management (TQM) is managing with an organizationwide commitment to • continuous improvement • completely meeting customers’ needs • Change is an important aspect of organizations • Technology • virtual organizations operate with the support of extensive computer networks • allows people to work across large geographical distances

14. Organizations and the New Workplace • Changing Nature of Organizations (con’t) • Cross-functional task forces • employees who work in different parts of an organization meet to share problem-solving expertise and coordinate operations Formative Exercise – Ferrari Read the brief exercise on Ferrari and answer the questions that follow

15. Managers and the New Workplace • A Manager is someone in an organization who is responsible for the work performance of one or more employees • ex. supervisor, team leader, division head, administrator, project director

16. Managers and the New Workplace • Essential Human Resources are employees that report to managers • ex. direct reports, team members, subordinates

17. Managers and the New Workplace • A Managers’ key responsibility is to help an organization achieve high performance by utilizing human and material resources • Management is the process consisting of • planning • organizing • leading • controlling

18. Managers and the New Workplace • Types of Managers • Top managers • ensure that major performance objectives are established and accomplished in accordance with an organization’s purpose • responsible for performance of an organization as a whole or one of its significant parts • ex. CEO, COO, president, vice president

19. Managers and the New Workplace • Types of Managers (con’t) • Middle managers • report to top managers • in charge of relatively large departments or divisions • implement complex projects that require the participation of persons from different parts of organizations • ex. Plant managers, division managers, branch sales managers, clinic directors, deans

20. Managers and the New Workplace • Types of Managers (con’t) • First-line managers • in charge of a smaller work unit composed of nonmanagerial workers • ensure that their work team or unit meets performance objectives that are consistent with plans of middle and top management • ex. team leader, supervisor, department head, unit manager

21. Managers and the New Workplace • Types of Managers (con’t) • Managers work in different capacities within organizations • Line managers are responsible for work activities that directly affect an organization’s outputs • Staff managers use technical expertise to advise and support the efforts of line workers • Functional managers are responsible for a single area of activity • General managers are responsible for more complex units that include many functional areas • Administrators typically work in nonprofit organizations

22. Managers and the New Workplace • Accountability and Managerial Performance • Managers set the conditions through which individuals and groups contribute to organizational productivity • Accountability is the requirement of one person to answer to a higher authority and show the results that were achieved for assigned duties • Managers fulfill performance accountability while achieving high performance outcomes and high levels of job satisfactions

23. Managers and the New Workplace • Accountability and Managerial Performance • Quality of Work Life (QWL) - an indicator of overall quality of human experience • fair pay • safe working conditions • opportunities to learn and use new skills • room to grow and progress in a career • protection of individual rights • pride in work itself and in the organization

24. Four Functions of Management Planning Setting performance objectives and deciding how to achieve them Organizing Arranging tasks, people, and other resources to accomplish the work Controlling Measuring performance and taking action to ensure desired results The Management Process Leading Inspiring people to work hard to achieve high performance

25. The Management Process • Managerial Activities and Roles • Interpersonal roles - interactions with persons inside and outside the work unit (figurehead) • Informational roles - involve the giving, receiving and analyzing of information (monitor) • Decisional roles - involve using information to make decisions to solve problems or address opportunities (Negotiator)

26. The Management Process • Managerial Activities and Roles • Managers work: • long hours • at an intense pace • at fragmented and varied tasks • largely through interpersonal relationships

27. The Management Process • Managerial Agendas and Networks • Agenda setting - • develop action priorities for their jobs • include goals and plans that span long and short time frames • general in the beginning but become more specific

28. The Management Process • Managerial Agendas and Networks • Networking • process of building and maintaining positive relationships with people

29. The Management Process • Managerial Skills and Competencies • Skill - ability to translate knowledge into action that results in desired performance • technical - special proficiency or expertise • human - work well with others • conceptual - ability to view situations broadly and to solve problems • Managerial Competency - skill or personal characteristic that contributes to high performance in a management job that includes • the management process • the manager’s roles

30. Strategic Scenario • It is no longer safe to assume that large businesses or institutions will exist tomorrow; changing times exact the best from strategic planners • Using the following list of companies and institutions, brainstorm (in pairs) a situation the company may be facing (or is soon to face) and what can be done to stop it • Estimate the probability of the scenario happening • Develop your own research strategy that will enable the organization to successfully deal with it • McDonalds; Wendy’s • Petro Canada; Royal Dutch Shell • Microsoft; Apple; RIM • Public Radio; Public TV; Public Libraries • Ford; GM; Honda

31. Summative Assessment Case #1 • Read the Saturn Case on the share drive and answer the 3 questions that follow. • Make sure you fully explain your answers with support from the article and the companies website.