Innovation for Turbulent Times Chapter One: Innovation for Turbulent Times

Managers for Turbulent Times The nature of management is to motivate and coordinate others Management is undergoing a revolution

Why Innovation Matters Managers must focus on innovation Innovation keeps the organization growing

The Definition of Management Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

The Process of Management

Organizational Performance An organization is a social entity that is goal directed and deliberately structured. Organizational effectiveness –

Relationship of Management Skills

Management Skills Three category of skills: conceptual, human technical The application of management skills change as managers move up

When Skills Fail Missteps and unethical behavior have been in the news Common management failures: Misinterpret signals from marketplace Inability to execute strategies Poor communication and interpersonal skills

Management Types Not all managers’ jobs are the same:

Making The Leap: Becoming A New Manager Organizations often promote star performers to management positions Becoming a manager is a profound transformation Many new managers expect more freedom to make changes Many make the transformation “trial by fire”

From Individual Performer to Manager

Do You Really Want to Be A Manager? The increased workload. The headache of responsibility for other people.

Manager Activities Adventures in multitasking Life on speed dial Less than nine minute on most activities Life on speed dial Interrupted by disturbances

Ten Manager Roles Decisional Informational Interpersonal Entrepreneur Resource Allocator Informational Disseminator Interpersonal Figurehead Liaison

Manager Roles Manager roles are important to understand but they are not discrete activities Managers need time to plan and think

Managing in Small Business and Nonprofit Organizations Small businesses are growing The roles for small business managers differ Nonprofit organizations seek good managers Apply the four functions of management to make social impact Need to measure intangibles like “improving public health”

Management and the New Workplace Rapid environmental shifts:

The Transition to a New Workplace

New Management Competencies Collaborative relationships Managers must rethink their approach to organizing, directing, and motivating employees.

Managing Crisis and Unexpected Events Managers are dealing with increased turbulence and disorder Racial discrimination Workplace violence Unexpected events are happening more frequent than ever

Five Leadership Skills for Crisis Management Stay calm. Put people before business. Know when to get back to business.

The Learning Organization All employees are engaged… Focus is problem-solving instead of efficiency

Managing the Technology-Driven Workplace Today’s workplace is driven by technology Workers are connected electronically around the world Companies are collaborating with customers

Management Perspectives over Time

Management Perspective: Scientific

Management Perspectives: Bureaucratic & Administrative Subfield of classical perspective Impersonal, rational management focused on efficiency Administrative Principles Division of work Scalar chain

Management Perspective: Humanistic Understanding human behavior, needs and attitudes Human-Relations Movement – Human-Resources Perspective –

Theory X and Theory Y

Management Perspective: Behavioral Sciences Approach Organizational development stems from this approach Greatly influenced management since 1970s

Management Science Perspective Total Quality Management Associated with Japanese companies Managing the entire organization to delivery quality Employee involvement, customer focus, benchmarking, continuous improvement