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Unit 1 - Introduction to Management

The document discusses innovative management practices necessary for adapting to rapid changes in technology, globalization, and social values in the modern workplace. It outlines the essential competencies for managers, emphasizing the importance of effective communication, empowerment, and collaboration. Additionally, it highlights the challenges faced by new managers and the necessity of multitasking and role understanding in achieving organizational goals.

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ripthat1girl
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5 views

Unit 1 - Introduction to Management

The document discusses innovative management practices necessary for adapting to rapid changes in technology, globalization, and social values in the modern workplace. It outlines the essential competencies for managers, emphasizing the importance of effective communication, empowerment, and collaboration. Additionally, it highlights the challenges faced by new managers and the necessity of multitasking and role understanding in achieving organizational goals.

Uploaded by

ripthat1girl
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Unit #1

Innovative Management for a


Changing World
Innovative Management for
the New Workplace
 Rapid environmental shifts:
Technology
Globalization
Shifting social values
 In the new workplace, work is
free-flowing and flexible
Success depends on innovation and
continuous improvement 2
New Management Competencies
Managers
 do more with less
 engage hearts and minds
 see change as natural
 inspire vision and cultural values
 allow people to create a
collaborative workplace
 allow people to create a productive
workplace 3
Management Competencies
for Today’s World
 Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources
 Today’seffective manager is an enabler who
helps people do and be their best.
 Today’s best managers are “future-facing.”
 Managers employ an empowering leadership 4

style.
1.1 State-of-the-art Management

 I

5
1.2 What Do Managers Do?

6
1.3 The Process of Management

7
Organizational Performance

 Organization: Social entity that is goal


directed and deliberately structured
 Organizational effectiveness: Providing a
product or service that customers value
 Organizational efficiency: Refers to the
amount of resources used to achieve an
organizational goal

8
Management Skills

 Three
categories of skills: conceptual,
human, technical
 The degree of the skills may vary but
all managers must possess the skills
 Theapplication of management skills
change as managers move up the
hierarchy
9
1.4 Relationship of
Skills to Management

10
1.5 Good Behaviors for Managers

11
When Skills Fail
 Missteps and unethical behavior have been
in the news
 During turbulent times, managers must
apply their skills
 Common management failures:
 Not listening to customers
 Unable to motivate employees
 Not building teams
 Inability to create cooperation
 Failure to clarify performance expectations
12

 Poor communication and interpersonal skills


1.6 Top Causes of Manager Failure

13
Management Types: Vertical

 Top managers: Responsible for the


entire organization
 Middle managers: Responsible for
business units
 Projectmanagers: Responsible for
unique one-time initiatives
 First-line
managers: Responsible for
production of goods and services
14
1.7 Management Levels

15
Management Types: Horizontal

 Functionalmanagers: Responsible
for departments that perform specific
tasks
 General managers: Responsible for
several departments

16
Making the Leap: Becoming
a New Manager
 Organizations often promote star
performers to management
 Becoming a manager is a transformation
Move from being a doer to a
coordinator
 Many new managers expect more
freedom to make changes
 Successful managers build teams and
networks 17

 Many make the transformation in a “trial


1.8 Making the Leap from
Individual Performer to Manager

18
Do You Really Want to Be a
Manager?
 The increased workload
 Thechallenge of supervising former
peers
 Theheadache of responsibility for
other people
 Being caught in the middle

19
Manager Activities
 Adventures in multitasking
 Activity
characterized by variety,
fragmentation, and brevity
 Less than nine minutes on most activities
 Managers shift gears quickly
 Life on speed dial
 Work at unrelenting pace
 Interrupted by disturbances
 Always working (catching up) 20
Manager Roles

 Role:
Set expectations for a manager’s
behavior
 Every
role undertaken by a manager
accomplishes the functions of:
Planning
Organizing
Leading
Controlling
21
1.9 Ten Manager Roles

22
Manager Roles

 Manager roles are important to


understand but they are not discrete
activities
 Management cannot be practiced as
independent parts
 Managers need time to plan and think

23
1.10 Hierarchical Levels and
Importance of Leader and Liaison Roles

24
Managing in Small Business and
Nonprofit Organizations
 Small businesses are growing
 Inadequate management skills is a threat
 The roles for small business managers
differ
 Entrepreneurs must promote the business
 Nonprofits need management talent
 Apply
the four functions of management
to make social impact
 More focus on keeping costs low 25

 Need to measure intangibles like

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