© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted...

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Innovative Management for a Changing World


Innovation is the new imperative Organizations cannot survive long term

without innovation Companies like Facebook are always

investing in new ideas Innovation should be a part of products,

processes, people, and values

2


Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resourcesManagers get things done through the

organizationCreate right systems and environmentOrganizations need good managers

3


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

6


Three categories of skills: conceptual, human, technical

The degree of the skills may vary but all managers must possess the skills

The application of management skills change as managers move up the hierarchy

7


To know how to build better managers, Google executives studied performancereviews, feedback surveys, and award nominations to see what qualities madea good manager. Here are the “Eight Good Behaviors” they found, in order ofimportance:

1. Be a good coach.2. Empower your team and don’t micromanage.3. Express interest in team members’ success and personal well-being.4. Don’t be a sissy: Be productive and results-oriented.5. Be a good communicator and listen to your team.6. Help your employees with career development.7. Have a clear vision and strategy for the team.8. Have key technical skills so you can help advise the team.

SOURCE: Google’s Quest to Build a Better Boss, by Adam Bryant, published March 12, 2011 in the New YorkTimes. Courtesy of Google, Inc.


Missteps and unethical behavior have been in the news

During turbulent times, managers must apply their skills

Common management failures:Not listening to customersMisinterpreting signals from marketplaceNot building teamsInability to execute strategiesFailure to comprehend and adapt to changePoor communication and interpersonal skills

10


Organizations often promote star performers to management

Becoming a manager is a transformationMove from being a doer to a coordinator

Many new managers expect more freedom to make changes

Successful managers build teams and networks Many make the transformation in a “trial by fire”

12


Adventures in multitaskingActivity characterized by variety,

fragmentation, and brevityLess than nine minutes on most activitiesManagers shift gears quickly

Life on speed dialWork at unrelenting paceInterrupted by disturbancesAlways working (catching up)

14


Role: Set expectations for a manager’s behavior

Every role undertaken by a manager accomplishes the functions of:PlanningOrganizingLeading Controlling

15


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

16


Small businesses are growingInadequate management skills is a threatThe roles for small business managers differEntrepreneurs must promote the business

Nonprofits need management talentApply the four functions of management to make

social impactMore focus on keeping costs lowNeed to measure intangibles like “improving

public health”18


Focus on creating benefits from limitedresources (Hindu word: JUGAAD, U.S. “Frugal

Engineering.”)

Management changing but history matters Broadens way of thinking Discover patterns which recur over time Learn from others mistakes and

successes20


Studying management history helps your conceptual skills Social forces – aspects of a culture that guide and influence relationships among peoplePolitical forces – influence of political and legal institutions on people and organizationsEconomic forces – the availability, production, and distribution of resources

21


Emerged during the nineteenth and early twentieth centuriesRise of the factory systemIssues regarding structure, training, and

employee satisfaction Large, complex organizations required

new approaches to coordination and control

23


Three subfields: Scientific managementBureaucratic organizationsAdministrative principles

24


Improve efficiency and labor productivity through scientific methods

Frederick Winslow Taylor proposed that workers “could be retooled like machines”

Management decisions would be based on precise procedures based on study

25


Henry Gantt developed the Gantt chart to measure and plan work

The Gilbreths pioneered time and motion studies to promote efficiency

26


Max Weber, a German theorist, introduced the concepts

Manage organizations on impersonal, rational basis

Organization depends on rules and records

28


Managers use power instead of personality to delegate

Although important productivity gains come from this foundation, bureaucracy

has taken on a negative tone

29


Focused on the entire organization Henri Fayol, a French mining engineer,

was a major contributor 14 general principles of management;

many still used today:Unity of commandDivision of workUnity of directionScalar chain

31


Identified five functions of management: PlanningOrganizingCommandingCoordinating Controlling

32


Understand human behaviors, needs, and attitudes in the workplace

Mary Parker Follett and Chester Barnard

Contrast to scientific management - Importance of people rather than engineering techniques

33


Empowerment: facilitating instead of controlling

Recognition of the informal organization

Introduced acceptance theory of authority

34


Effective control comes from within the employee

Hawthorne studies were key contributor

Human relations played key variable in increasing performance

Employees performed better when managers treated them positively

Strongly shaped management practice and research

35


From worker participation and considerate leadership to managing work performance

Combine motivation with job design Maslow and McGregor extended and

challenged current theoriesMaslow’s HierarchyTheory X and Theory Y

36


Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting

Organizational development – field that uses behavioral sciences to improve organization

38


Other strategies based on behavioral science:Matrix organizationsSelf-managed teamsCorporate cultureManagement by wandering around

39


Also referred to as quantitative perspective

Use of mathematics and statistics to aid management decision makingEnhanced by development and perfection

of the computer Operations management focuses on

the physical production of goods and services

40


Information technology – focuses on technology and software to aid managers

Quants – financial managers who base their decisions on complex quantitative analysis

41


The ability to see the distinct elements of a situation as well as the complexities

System – set of interrelated parts that function as a whole to achieve a common purpose

Subsystems – are parts of the system that are all interconnected

Synergy – the whole is greater than the sum of its partsManagers must understand subsystem

interdependence and synergy42


Every situation is unique Managers must determine what method

will work Managers must identify key contingencies

for the current situation Organizational structure should depend

upon industry and other variables

44


Quality movement is strongly associated with Japan

The U.S. ignored the ideas of W. Edwards Deming, “Father of the Quality Movement”

Total Quality Management (TQM) became popular in the 1980s and 1990s

Integrate high-quality values in every activity

46


Employee involvement

Focus on the customer

Benchmarking

Continuous improvement


Management ideas trace their roots to historical perspectives

New ideas continue to emerge to meet the changing needs and difficult times

The shelf life of trends is getting shorter and new ideas peak in fewer than three years

48


Social media programs – Company online community pages, social media sites, microblogging platforms and online forums

Customer relationship management – technology used to build relationships with customers

Outsourcing – contracting functions or activities to other organizations to cut costs

Supply chain management – managing supplier and purchaser relationships to get goods to consumers

49

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted...

Documents

Transcript of © 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted...