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Opportunities & Challenges

Managers and ManagementManagers in todays market must update tools and principles on a continuous basis.Management development is increasingly global in outlook and places a high value on contributing to organizational effectiveness and competitive advantage.To be successful a manager must use and integrated approach, using a combination of tools and principles.

Management DevelopmentHigh performance leading organizations are increasingly distinguished by 7 features:1. Linking management development to business plans and strategies.2. Being boundless, flat, nonhierarchical3. Using global and cross cultural orientation4. Individualizing learning that is focused within the context of organizational learning5. Applying customized training aligned with corporate culture6. Employing a career development focus7. Focusing on the development of core competencies.Management is also a Human ActivityAs a human activity management emphasizes the importance of employees with whom managers work and whom they manage in accomplishing an organizations objectives.

In organizations, people are the most important asset. Successful managers understand this and recognize the need to establish a strong bond between the organization and the relationships of the manager and the people they manage.Challenges and Opportunities for OBResponding to GlobalizationManaging Workforce DiversityImproving Quality and ProductivityEmpowering PeopleCoping with TemporarinessStimulating Innovation and ChangeImproving Ethical Behavior defining right & wrongInformation TechnologyThe Flip SideAccess to a Changing Marketplace

Large Scale Business Transformation

Superior Customer Service

Workforce Empowerment

Total Quality

Alliances with Suppliers & Customers

Continuous Learning

KFC experienced phenomenal success with Kosher chicken menu in IsraelMcDonalds menus customised across the worldLOreal advertisements using local celebrities

7People are the purpose and profits are the means, and not the other way round. It should not be: people are the resources & profits the purpose

Bohdan Hawrlyshyn, Economist & Advisor to Ukranian President

Globalisation Inequality Share of global income of poor people has fallen from 2.3 to 1.4% in the last decadeTotal world income increased by 2.5% annually; actual number of people living in poverty increasedGE has assets of $500 billion, more than GDP of some countriesDisregarding environment in stampede for mega profits & marketplace supremacyCorporate power restricting individual freedom

Increased Foreign AssignmentsDifferent CulturesOutsourcing

Globalisation ChallengesGlobalisation effects Managers & Professionals

Internationalisation puts a premium on certain competencies / skills

Managerial learning is critical: Teamwork

Managing careers in the global context

Globalization is neither new nor in general a folly. While we have good reasons to address difficulties arising out of globalization, we must be careful that we do not end up choosing the life of the kupamanduka (the frog in the well whose view of the world is confined to that space) Amartya Sen, Nobel Laureate Alternative to Globalization? Think Globally, Act Locally

Localization reverses the trend of globalization by discriminating in favor of the local.

Depending on context, the 'local' may be part of a nation state, the state itself or even a regional grouping of states.

At the heart of localization is a rejection of today's environmentally and socially damaging subservience in the name of 'international competitiveness'.

The Indian WayIndias Green Revolution

Since 1985 India has lifted more than 100 million people out of desperate poverty in urban centers and the hinterland alike, according to research by the McKinsey Global Institute

Indias best companies are targeting global markets

But to sustain these advances, the country cannot rest. Its leaders must focus on building infrastructure and developing a thriving labor market.

EthnicityRaceMental / Physical QualitiesAgeGenderSexual OrientationLanguageExperiencesGeographic Location EducationIncome

Work ExperienceOccupationParental StatusMarital StatusReligionPrimary Dimensions Secondary Dimensions Managing Diversity 14Barriers to Accepting DiversityPrejudiceEthnocentrismStereotypesDiscriminationHarassmentSexual HarassmentBacklash

Managing DiversityIncreasing AwarenessProviding Accurate InformationUncovering Personal Biases & StereotypesAssessing Personal Beliefs, Attitudes, & Values: Learning about othersOverturning Inaccurate Beliefs & StereotypesDeveloping an atmosphere of sharingImproving understanding of othersIncreasing Diversity SkillsCultural DiversityGender Diversity

At IBM diversity is seen as the bridge between the workplace and the market place and it has become central to IBMs ability to win in the global market place.

From ethnocentric to GeocentricAge, Gender, Race, Sexual Orientation

Changing Demographics of WorkforceAge

Dual Career Couples

Increase in Working mothers

From Blue-collar to White-collar

65 million children under the age of 15, 400 million people below 23.30% of population under the age of 30 by 2020Flexi time at HPWomen Ekta Kapoor, Kiran Majumdar Shaw, Lizzat papadHealth program J&JLAMDA Look, Ask, Model, Discuss, Act (ToyotaEureka Xerox

18Changed Employee ExpectationsTraditional incentives such as job-security, attractive remuneration, housing etc not enough to attract, retain & motivate workforceEmpowermentQuality of StatusEmployee Influence & InvolvementUpward CommunicationsBetter TreatmentChallenging AssignmentsCareer Advancements

Empowerment results in redefining jobs, both shop floor & boardrooms. As workers are given more control over their jobs, supervisors may become redundant.Children to the workplace.Training for quality & better customer service; upgrade skills to meet changing technologies

19Technology TransformationDimensions of Technology

Automation

Automation occurs when a task is mechanised. Automation may lead to over-simplification & alienation. Involvement is minimised. Employers need to plan for effects of automation: Displacement / Replacement / Retraining20Information Technology

DotcomsInternetIntranetE-mailMobile phonesConference calls

Behavioral Implications of Advanced TechnologyLeaner OrganisationsDe-layeringDownsizing / RightsizingOutsourcing

Wired OrganisationsTelecommunicationsWeb ConferencingWebinars (Web Seminars)InternetE-mailCCTVsPrivacyGroup CohesivenessMotivationOrganisational HierarchiesTime DifferencesCommunicationLeadership

Virtual Offices

Changing Nature of Managing WorkDifferent StressorsTemp Staffing

Ethical BehaviorEthics : System of moral principles

Importance of EthicsBasic Human needsValues create credibility with publicValues give management credibility with employees values help in better decision-makingEthics & Profits go togetherEthics can protect society better than law canRole Expectations

Organisational InfluencesIndividualExternal FactorsCultural InfluencesEthical BehaviorIndividual Personality / Values / Morals / Principles / Gender

Cultural - Family / Education / Religion / Media / Entertainment

Organisational Ethical codes / Culture / Role Models / perceived pressure for results / Rewards-Punishments system

External Political / Legal / Economic / Technological25Managing EthicsTop ManagementCode of EthicsEthics CommitteeEthics Hot LinesEthics training programsEthics & Law