Innovative Management for a Changing World Chapter 1 Innovative Management for a Changing World

Why Innovative Management Matters Innovation is the new imperative Organizations cannot survive long-term without innovation Companies like Facebook and Google are always investing in new ideas Innovation should be a part of products, processes, people, and values Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

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 Managers get things done through the organization Create right systems and environment Organizations need good managers Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.1 What Do Managers Do? Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.2 The Process of Management Any others? Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Organizational Performance An organization is a 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 Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Management Skills Three categories of skills: conceptual, human, technical The degree of the skills may vary but all managers must possess these skills The application of management skills change as managers move up the hierarchy Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.3 Relationship of Skills to Management Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

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 Misinterpreting signals from marketplace Not building teams Inability to execute strategies Failure to comprehend and adapt to change Poor communication and interpersonal skills Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.4 Top Causes of Manager Failure Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Management Types: Vertical Top managers are responsible for the entire organization Middle managers are responsible for business units First-line managers are responsible for production of goods and services Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Management Types: Horizontal Functional Managers are responsible for departments that perform specific tasks General Managers are responsible for several departments Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.5 Management Levels Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

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 “trial by fire” Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.6 From Individual Performer to Manager Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

o You Really Want t o Be A Manager? The increased workload The challenge of supervising former peers The headache of responsibility for other people Being caught in the middle Dealing with ambiguity…”Shades of Grey” Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

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) Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Ten Manager Roles Decisional Informational Interpersonal Entrepreneur Monitor Disseminator Spokesperson Interpersonal Figurehead Leader Liaison Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Manager Roles Manager roles are important to understand but they are not discrete activities Management can’t be practiced as independent parts Managers need time to plan and think Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.8 Hierarchical Levels and Importance of Roles Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

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 costs Need to measure intangibles like “improving public health” Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

Innovative Management for the New Workplace Rapid environmental shifts: Technology Globalization Shifting social values In the new workplace, work is free-flowing and flexible Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

1.9 Transition to a New Workplace Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.

New Management Competencies Collaboration across functions, levels, customers, and companies Experimentation and learning are key values Knowledge and information sharing More challenges and changes are on the horizon! This is an exciting time in management. Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.