Innovative Management for a Changing World Chapter 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

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

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’s effective manager is an enabler who helps people do and be their best. Today’s best managers are “future-facing.” Managers employ an empowering leadership style.

1.1 State-of-the-art Management I

1.2 What Do Managers Do?

1.3 The Process of Management

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

Management Skills 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

1.4 Relationship of Skills to Management

1.5 Good Behaviors for Managers

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 Poor communication and interpersonal skills

1.6 Top Causes of Manager Failure

Management Types: Vertical Top managers: Responsible for the entire organization Middle managers: Responsible for business units Project managers: Responsible for misinterpreting signals First-line managers: Responsible for production of goods and services

1.7 Management Levels

Management Types: Horizontal Functional managers: Responsible for departments that perform specific tasks General managers: Responsible for several departments

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 Many make the transformation in a “trial by fire”

1.8 Making the Leap from Individual Performer to Manager

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

Manager Activities Adventures in multitasking Life on speed dial 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)

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

1.9 Ten Manager Roles

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

1.10 Hierarchical Levels and Importance of Leader and Liaison Roles

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 Need to measure intangibles like “improving public health”