Changing face of organisations
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1. An organization is defined as a consciously coordinated social unit composed of two or more people that functions continuously to achieve common goals. 2. Management functions include planning, organizing, controlling, and leading to achieve organizational efficiency and effectiveness. 3. Managers require technical, human, and conceptual skills to perform functions like decision making, communication, and human resource management that improve an organization's performance and help it adapt to changes in its environment.
Changing face of organisations
- 2. WWhheerree MMaannaaggeerrss WWoorrkk Organization A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals
- 3. MMaannaaggeemmeenntt FFuunnccttiioonnss PPlalannnniningg OOrrggaanniziziningg Management Functions Management Functions CCoonnttrroolllilningg LLeeaaddiningg
- 4. What Is Management? • Managerial Concerns – Efficiency • “Doing things right” – Getting the most output for the least inputs – Effectiveness • “Doing the right things” – Attaining organizational goals
- 5. MMaannaaggeemmeenntt SSkkiillllss Technical Skills The ability to apply specialized knowledge or expertise Human Skills The ability to work with, understand, and motivate other people, both individually and in groups Conceptual Skills The mental ability to analyze and diagnose complex situations
- 6. Conceptual Skills • Using information to solve business problems • Identifying the opportunities for innovation • Recognizing problem areas and implementing solutions • Selecting critical information from masses of data • Understanding of business uses of technology • Understanding of organization’s business model
- 7. Interpersonal Skills • Ability to transform ideas into words and actions • Credibility among colleagues, peers, and subordinates • Listening and asking questions • Presentation skills; spoken format • Presentation skills; written and/or graphic formats
- 8. Interpersonal Skills • Coaching and mentoring skills • Diversity skills: working with diverse people and cultures • Networking within the organization • Networking outside the organization • Working in teams; cooperation and commitment
- 9. Effective Effective MMaannaaggeerriiaall AAccttiivviittiieess 1. Traditional Management 1. Traditional Management • Decision making, planning, and controlling • Decision making, planning, and controlling 2. Communication 2. Communication • Exchanging routine information and processing • Exchanging routine information and processing paperwork paperwork 3. Human Resource Management 3. Human Resource Management • Motivating, disciplining, managing conflict, staffing, • Motivating, disciplining, managing conflict, staffing, and training and training 4. Networking 4. Networking • Socializing, politicking, and interacting with others • Socializing, politicking, and interacting with others
- 10. OOrrggaanniizzaattiioonnaall BBeehhaavviioorr Organizational Behavior (OB) A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness
- 11. TThheerree AArree FFeeww AAbbssoolluutteess Contingency variables: “It Depends!” Situational factors that make the main relationship between two variables change—e.g., the relationship may hold for one condition but not another x y Country 1 May be related to Country 2 x May NOT be related to y In In
- 12. Challenges and Opportunities for Managers • Responding to Globalization Challenges and Opportunities for Managers – Increased foreign assignments – Working with people from different cultures – Coping with anti-capitalism backlash – Overseeing movement of jobs to countries with low-cost labor – Managing people during the war on terror • Managing Workforce Diversity – Embracing diversity – Changing U.S. demographics – Implications for managers • Recognizing and responding to differences
- 13. MMaajjoorr WWoorrkkffoorrccee DDiivveerrssiittyy CCaatteeggoorriieess Domestic Partners Domestic Partners TTeemmppoorraarryy--CCaassuuaall National Origin National Origin RReesseerrvvaattiioonn AAggee DDiissaabbiilliittyy GGeennddeerr
- 14. CChhaalllleennggeess aanndd OOppppoorrttuunniittiieess ((ccoonntt’’dd)) • Improving Quality and Productivity – Quality management (QM) – Process reengineering • Responding to the Labor Shortage – Changing work force demographics – Fewer skilled laborers – Early retirements and older workers • Improving Customer Service – Increased expectation of service quality – Customer-responsive cultures
- 15. WWhhaatt IIss QQuuaalliittyy MMaannaaggeemmeenntt?? 1. Intense focus on the customer 2. Concern for continuous improvement 3. Improvement in the quality of everything the organization does 4. Accurate measurement 5. Empowerment of employees
- 16. CChhaalllleennggeess aanndd OOppppoorrttuunniittyy ((ccoonntt’’dd)) • Improving people skills • Empowering people • Stimulating innovation and change • Coping with “temporariness” • Working in networked organizations • Helping employees balance work/life conflicts • Improving ethical behavior • Managing people during the war on terrorism
- 18. The Organization as an Open System