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Introduction: The Dynamic New Workplace. 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. - PowerPoint PPT Presentation
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Introduction:The Dynamic New Workplace
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
Organizations and the New Workplace
Organizations combine the talents of
their employees to achieve unique and significant results
Organizations and the New WorkplaceIndividuals depend on organizations to
provide gainful employment good organizations make the best employers
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
Organizations and the New Workplace
People are the the ultimate
foundations of organizational performance
represent intellectual capital
are indispensable in creating long-term success
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
Organizations and the New WorkplaceWhat 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
PeopleMoneyMaterialsTechnologyInformation
Product Outputs
Finished goods and/or services
Transformation process
Workflows turn resources
Into outputs
Consumer feedback
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
Organizations and the New WorkplaceProductivity 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
Organizations and the New WorkplaceProductivity 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
Productivity & the Dimension of Organizational Performance
Goal
Attainment
High
Effective but not EfficientGoals achievedResources wasted
Effective & EfficientGoals achievedResources well utilizedHigh productivity
Low
Neither Effective nor EfficientGoals not achieved Resources wasted
Efficient but not EffectiveGoals not achievedNo wasted resources
Poor Good
Resource Utilization
Organizations and the New WorkplaceChanging 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
Organizations and the New WorkplaceChanging 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
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
Managers and the New Workplace
Essential Human Resources are employees that report to managers ex. direct reports, team
members, subordinates
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
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
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
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
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
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
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
Four Functions of Management
PlanningSetting
performance objectives and
deciding how to achieve them
OrganizingArranging tasks, people, and other
resourcesto accomplish the
work
LeadingInspiring people to work
hard to achieve high performance
ControllingMeasuring
performanceand taking action to
ensure desired results
The ManagementProcess
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)
The Management Process
Managerial Activities and Roles Managers work:
long hours at an intense pace at fragmented and
varied tasks largely through
interpersonal relationships
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
The Management Process
Managerial Agendas and Networks Networking
process of building and maintaining positive relationships with people
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
Strategic Scenario It is no longer safe to assume that large businesses or
institutions will exist tomorrow; changing times exact the best from strategic planners1. 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
2. Estimate the probability of the scenario happening
3. 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
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.
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