1 21 st Century Management: Wayne Smith, Ph.D. Department of Management Issues that are keeping researchers busy and managers harried

The Shrinking “Middle” Class

Complexity

9 Organizational Complexity Birkenshaw, J., and Heywood, S. (2009), “Too Big to Manage?”, Wall Street Journal (MIT special section), Oct. 26, p. R3 –Are some companies simply too complex to be run effectively? Types of Complexity –Dysfunctional Creeps into companies over time, perpetual practices –Designed Expecting the benefits of complexity to outweigh costs –Inherent The rules that exist when everything else is automated –Imposed Largely beyond the control of the organization

“Mindfulness”

13 Organizational Psychology Rock, D. (2009), “Managing with the Brain in Mind”, Strategy+Business, Issue 56. Autumn. –“Neuroscience research is revealing the social nature of the high-performance” workplace.” – business.com/article/09306?gko=5df7f&cid=enews2009 –Functional MRI (physiological) leading to a SCARF (psychological) model Status and its discontents A Craving for certainty The Autonomy factor Relating to relatedness Playing for Fairness

14 Organizational Productivity Zeldes, N. (2009), “Infoglut: It’s the Disease of the New Millennium. How do we Treat It?”, IEEE Spectrum, Oct. –From “plan-driven” to “interrupt-driven” (Mark) An interruption occurs approximately every 3 minutes It takes 1 minute to “get back to where you were” for each interruption –Attention Deficit Trail (Hallowell) Interruptions degrade accuracy, judgment, creativity, and effective management –What is “quality” or “creative” time? Can it be expressly designed into professional life?

We are all Technology Managers now

Measurement of Performance: Psychology (of Individuals) or Sociology (or Networks)

Replicating Organizational Success

22 Organizations and Culture Gittell, Jody. (2003), The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance, New York: McGraw-Hill. –Can an organization have a distinctive set of organizational practices? “Relational Coordination” –Leadership credibility (care about workers) –Investment in front-line supervision –Selection and training based on “relational competence” (teams) –Proactive conflict resolution based on mutual understanding –Efforts to bridge work and family –Identification and use of “boundary spanners” (operations agents) –Performance measurement that focuses on processes (not blame) –Maintenance of job flexibility by minimizing work rules –Treatment of Unions as partners, not adversaries –Cultivation of solid relationships with suppliers Can other airlines (or other organizations) replicate SouthWest’s success?