Quản trị kinh doanh - Chapter 1: Managing in turbulent times

Managing in Turbulent TimesChapter 11Organizational ChangePace continues to accelerateChange is major source of business risk Driving ForcesTelecommunicationsDiversity of WorkersPublic consciousnessGlobal marketplaceCommunity of stakeholders2Driving Force: TechnologyEver-advancing Technology has shrunk the world3Driving Force: Diversity Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers4Driving Force: Public ConsciousnessPublic consciousness has become much more sensitive and demanding that organizations be more socially responsible5Driving Force: Global Marketplace Strive to remain competitive in the face of increasingly tough global competition Much of the 3rd-world countries have joined the global marketplace, creating a wider arena for sales and services6Driving Force: StakeholdersCommunity of StakeholdersOrganizations are responsible to stockholders, and Focus on building relationships with employees, customers, partners, and suppliers7Nature of ManagementCope with diverse, far-reaching challengesDriving ForcesTelecommunicationsDiversity of WorkersPublic consciousnessGlobal marketplaceCommunity of stakeholders8Shift in Mindsets to Navigate TurbulenceManagers are asked to...Do more with lessEngage whole employeesSee change rather than stability as naturalCreate vision and cultural values that encourage collaborative workplace9Making a Difference TodayRequires integrating...Tried and true management skills +New approaches that emphasize Human touchEnhance flexibilityInvolve employees’ hearts, minds, and bodiesSuccessful organizations don’t just happen... they are managed to be that way! 10Definition of ManagementThe attainment of organizational goals in an effective and efficient manner through Four functionsplanning, organizing, leading, and controlling organizational resources.Managers use a multitude of skills to perform functions11Functions of ManagementPlanningLeadingControllingOrganizingUse influence to motivate employeesSelect goals and ways to attain themAssign responsibility for task accomplishmentMonitor activities and make corrections12The Process of ManagementPlanningLeadingResourcesControllingOrganizingPerformanceHumanFinancialRaw MaterialsTechnologicalInformationAttain goalsProductsServicesEfficiencyEffectivenessUse influence to motivate employeesSelect goals and ways to attain themAssign responsibility for task accomplishmentMonitor activities and make correctionsExhibit 1.1 – page 913Planning FunctionDefinitionDefines goals for future organizational performanceDecides tasks and use of resources neededCorporate ExamplesPlanning – AOL Time Warner – The Lord of the Rings p. 8Lack of planning – Merry-Go-Round – p. 814Organizing Function DefinitionFollows planningReflects how organization tries to accomplish planInvolves assignment of tasks into departmentsauthority and allocation of resources across organizationCorporate Examples - Structural reorganizationsHewlett-Packard, Sears, Xerox: accommodate changing plansVoyant Technologies: increased sales; faster product development15Controlling Function DefinitionMonitoring employees’ activitiesDetermining whether the organization is on target toward its goalsMaking corrections as necessary16Controlling Function New Trends Empowerment and trust of employees = training employees to monitor and correct themselvesNew information technology provides control without strict top-down constraintsLack of Control Information can lead to Organizational Failure 17Organizational PerformanceAttainment of organizational goals in an efficient and effective manner 2nd half of definition of managementThe Process of Management18Organizational PerformanceOrganization - social entity that is goal directed and deliberately structuredEffectiveness - degree to which organization achieves a stated goalEfficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of outputPerformance – organization’s ability to attain its goals by using resources in an efficient and effective manner19Management SkillsComplexMultidimensionalRange of skillsManager’s JobExhibit 1.2, page 1220Management SkillsConceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its partsHuman Skills – ability to work with and through other people and to work effectively as a group memberTechnical Skills – understanding of and proficiency in the performance of specific tasksWhen skills FailExperiential Exercise: Management Aptitude Questionnaire21Management Types - VerticalManagement Levels in the Organizational HierarchyManagerial Levels in the Organizational HierarchyManagerial Levels in the Organizational HierarchyExhibit 1.3, p. 1322Management Types - HorizontalFunctional Managers - Responsible for a department that performs a single functional task and Has employees with similar training and skillsGeneral ManagersResponsible for several departments that perform different functions23Managerial Types - HorizontalFunctional ManagersAdvertisingSalesFinanceHuman ResourcesManufacturingAccountingGeneral ManagersSelf-contained division such as a Dillard’s department storeProject managers have general management responsibility as they coordinate people across several departments24What is it like to be a Manager?Manager ActivitiesMultitasking Fragmentation Variety brevityLife on Speed Dial Manager’s RoleSet of expectations for one’s behavior Diverse activities 10 roles25Ten Manager RolesCategoryRoleInformationalMonitorDisseminatorSpokespersonInterpersonalFigureheadLeaderLiaisonDecisionalEntrepreneurDisturbance handlerResource allocatornegotiator26Hierarchical Levels27Managing in Small Businesses and Nonprofit Organizations Role DifferencesSource of Financial ResourcesUnconventional Bottomline28Management and the New WorkplaceCharacteristicsResources = Bits--informationWork = Flexible, virtualWorkers = Empowered employees, free agentsForces on OrganizationsTechnology = Digital, e-businessMarkets = Global, including internetWorkforce = DiverseValues = Change, speedEvents = Turbulent, more frequent crisesManagement CompetenciesLeadership = Dispersed, empoweringFocus = Connection to customers, employeesDoing Work = By teamsRelationships = CollaborationDesign = Experimentation, learning organization29Management and the New WorkplaceForces on organizationsNew Management CompetenciesDispersed leadershipEmpowering othersCollaborative relationshipsTeam-building skillsLearning organizationEthical dilemma: Can Management Afford to Look the Other Way?30Managing During Turbulent TimesStay CalmBe VisiblePut People Before BusinessTell the TruthKnow When to Get Back to Business31