K. Cole, Management: Theory and Practice 4e Chapter 1 PPT
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Transcript of K. Cole, Management: Theory and Practice 4e Chapter 1 PPT
Cole: Management 4e © 2010 Pearson Australia2
Thinking ahead
Are you aware of the major trends in our rapidly changing world?
Are you aware of the forces driving our national economy and how these affect organisations?
Do you know how the workforce has changed over time and is still changing?
Are you aware of the skills needed to manage in this changing world?
Cole: Management 4e © 2010 Pearson Australia4
Changes: the major trends
Climate Change
Environmental changes
Environmental risks
Environmental opportunities
Environmental responsibilities
Cole: Management 4e © 2010 Pearson Australia5
Changes: the major trends
Globalisation
No national borders
Large world-wide market
Tougher competition
Greater opportunities
Cole: Management 4e © 2010 Pearson Australia6
Change: the major trends
The Knowledge Economy
Change from mostly manual labor to services and mental work
High levels of knowledge and skill needed
Cole: Management 4e © 2010 Pearson Australia7
Changes: the major trends
Society
Australians are:
living longer
getting older
reproducing less
becoming more diverse through immigration
Cole: Management 4e © 2010 Pearson Australia8
Changes: the major trends
Information Technology
Rapid change
New technology products
New ways of working through technology
Cole: Management 4e © 2010 Pearson Australia9
New ways of working
Casualising jobs
Workers change jobs and careers more frequently than in the past
Full time permanent jobs are replaced by many casual, part-time and temporary jobs
Cole: Management 4e © 2010 Pearson Australia10
New ways of working
Outsourcing
Contracting out work to independent providers is now common to save money
This is a global, national and local trend
Cole: Management 4e © 2010 Pearson Australia11
New ways of working
Telecommuting
More people are working from home
Time is saved traveling and hours are flexible
Organisations save rent on city office blocks
Cole: Management 4e © 2010 Pearson Australia12
A new workforce
The Changing Employee Mix
The Australian workforce of mostly full time male employees has become
part-time
casualised
culturally diverse
Cole: Management 4e © 2010 Pearson Australia13
A new workforce
A More Disgruntled Workforce
Downsizing has
increased workloads
caused insecurity
caused friction
Cole: Management 4e © 2010 Pearson Australia14
A new workforce A Shrinking, Greying Workforce
A severe labor shortage is looming
As 7 Baby Boomers retire only 1 new entrant will join the workforce
Cole: Management 4e © 2010 Pearson Australia15
A new workforce A More Skilled Workforce
Jobs have moved from “growing and making” to “thinking and helping”
Today’s employees have to be
multi-skilled
flexible
independent workers
Cole: Management 4e © 2010 Pearson Australia16
A new workforce
Outsourcing
Contracting out work to independent providers is now common to save money
This is a global, national and local trend
Cole: Management 4e © 2010 Pearson Australia17
A new workforce
A New Way of Assessing Organisations
The triple bottom line
People (human capital)
Planet (natural capital)
Profit (the bottom line).
Employees prefer environmentally friendly organisations
Cole: Management 4e © 2010 Pearson Australia18
Australia – half way there
Becoming a knowledge economy is now essential for developed economies to grow and prosper.
According to The Work Foundation, Sweden leads the world in investment in knowledge and it is at the top of the table of knowledge economies. Portugal is at the bottom.
Australia ranks in the middle of the table.
Cole: Management 4e © 2010 Pearson Australia19
Wanted: highly skilled managers
Conceptual Skills
Personal and Interpersonal Skills
Technical Skills
Cole: Management 4e © 2010 Pearson Australia20
Wanted: highly skilled managers
Conceptual Skills
The world is changing rapidly
Managers must be able to:
see “the big picture”
make plans
make decisions
solve problems
lead
Cole: Management 4e © 2010 Pearson Australia21
Wanted: highly skilled managers
Personal and Interpersonal Skills
Managers without these skills won’t last long
Managers must be able to:
Understand themselves
Understand others
Form effective working relationships
Cole: Management 4e © 2010 Pearson Australia22
Wanted: highly skilled managers
Technical Skills
Managers need to understand the jobs of people they lead (methods, procedures)
They have credibility if they understand the work of their employees
Information Technology skills are also essential technical skills for managers
Cole: Management 4e © 2010 Pearson Australia23
The manager’s changing environment
Every decade has its defining characteristics.
1920’s Assembly lines, mechanisation and paternalism. The stock market grows.
Mary Parker Follett calls for participatory management - “power with” not “power over” but this call is ignored for decades.
Cole: Management 4e © 2010 Pearson Australia24
The manager’s changing environment
1930s The human relations movement begins, led by Elton Mayo and the Hawthorn experiments.
The Great Depression hits.
Trade unions challenge management.
Cole: Management 4e © 2010 Pearson Australia25
The manager’s changing environment
1940s Abraham Maslow provides a framework for gaining employee commitment through the hierarchy of needs.
Women temporarily take non-traditional roles as the men go off to war. Production rises rapidly.
Cole: Management 4e © 2010 Pearson Australia26
The manager’s changing environment
1950s. Middle managers gain power; the ‘organisation man’ becomes the model.
Peter Drucker emphasises management by objectives over human relations.
Statistical quality control is widespread and PERT is introduced.
Corporate growth and confidence soar.
Cole: Management 4e © 2010 Pearson Australia27
The manager’s changing environment
1960s. Douglas McGregor advocates a ‘softer’ management style with Theory X and Theory Y.
Group facilitation and sensitivity training.
Frederick Herzberg advises that fully using people’s skills, not sensitivity training, boosts job satisfaction and productivity.
Cole: Management 4e © 2010 Pearson Australia28
The manager’s changing environment
1970s. A rapid rise in oil prices produces a recession.
Henry Mintzberg finds that managers rely heavily on intuition and personal contacts.
Service management and quality circles grow as industrial conflict escalates.
Cole: Management 4e © 2010 Pearson Australia29
The manager’s changing environment
1970s. Quality of work life, social responsibility, the environment and women’s issues gain attention.
Cole: Management 4e © 2010 Pearson Australia30
The manager’s changing environment 1980s Large-scale lay-offs and extensive use
of contract workers.
Growth of Information Technology.
Continued focus on customers, diversity and equality of employment opportunities.
Cole: Management 4e © 2010 Pearson Australia31
The manager’s changing environment 1980s Open-plan offices, total quality
management and lean just-in-time manufacturing flourish.
ISO standards and benchmarking are introduced.
Mergers and acquisitions occur.
Cole: Management 4e © 2010 Pearson Australia32
The manager’s changing environment 1990s. Downsizing, increased
responsibilities, empowerment, flatter organisations, job insecurity and outsourcing occurs. Overworked employees emerge.
The service sector becomes the main producer of GDP.
The importance of learning organisations, process reengineering, strategic alliances and supply chain management grows.
Cole: Management 4e © 2010 Pearson Australia33
The manager’s changing environment 1990s.
The triple bottom line begins to shift management’s attention to ethics and corporate governance.
The first virtual organisations appear.
Cole: Management 4e © 2010 Pearson Australia34
The manager’s changing environment 2000s. An increasingly casualised workforce,
continuing job insecurity, organisation change and outsourcing occur.
The service, information and knowledge economies take hold.
Adding value, attracting and keeping valuable employees in the face of a looming labour shortage, leadership, vision and workforce flexibility all become critical.
Cole: Management 4e © 2010 Pearson Australia35
The manager’s changing environment 2000s. Society expects companies to
demonstrate their contribution to society as well as their ability to increase shareholder value.
Ethics becomes an increasingly important consideration.
Cole: Management 4e © 2010 Pearson Australia36
Survival in 21st century
Build a fun, informal, learning and coaching culture that retains employees and continually updates and makes use of their skills.
Develop a strong employer brand that attracts the people you need from the evaporating employment pool.
Cole: Management 4e © 2010 Pearson Australia37
Survival in 21st century
Develop effective talent management and succession processes, particularly for leaders to replace the retiring Baby Boomers.
Develop a flexible range of reward and incentive systems to appeal to all.
Cole: Management 4e © 2010 Pearson Australia38
Survival in 21st century
Find ways to engage casual, part-time and contract workers and make them feel part of the whole.
Help anyone who leads and manages people to provide the sort of leadership and management needed.
Cole: Management 4e © 2010 Pearson Australia39
Survival in 21st century
Offer learning and development opportunities so workers can contribute positively.
Provide the flexible working conditions most employees want, to retain their skills and experience.
Encourage Baby Boomers to work on beyond retirement age.
Cole: Management 4e © 2010 Pearson Australia40
Survival in 21st century
Identify and respond rapidly to potential opportunities and threats from the environment and competing organisations.
Meet customer demands for ever higher quality and service.
Cole: Management 4e © 2010 Pearson Australia41
Survival in 21st century
Meet or exceed stakeholders’ evolving expectations.
Make the most effective use of emerging technologies.
Cole: Management 4e © 2010 Pearson Australia42
Thinking back
Are you aware of the major trends in our rapidly changing world?
Are you aware of the forces driving our national economy and how these affect organisations?
Do you know how the workforce has changed over time and is still changing?
Are you aware of the skills needed to manage in this changing world?