1. Innovative Management for a Changing World
Chapter 1

2. Management for a Changing World
The nature of management is to motivate and coordinate others
Management is undergoing a revolution
From tight control to collaboration
Doing more with less
Change is natural
Engage the whole employee

3. Why Innovative Management Matters
Managers must focus on innovation
Innovation is the new imperative
New and growing companies have fearless managers
Innovation keeps the organization growing
Products
Services
Management Systems
Production Processes
Corporate Values

4. 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 set goals
Organize activities
Motivate and communicate
Measure performance and develop people

5. The Process of Management

6. 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

7. Relationship of Management Skills

8. Management Skills
Three category 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

9. When Skills Fail
During turbulent times, managers must apply their skills and competencies
Common management failures:
Not listening to customers
Unable to motivate employees
Can’t build cohesive teams

10. Making The Leap: Becoming A New Manager
Organizations promote star performers to management
Move from being a doer to a coordinator
New managers want to do all the work themselves instead of developing others
New managers expect greater freedom to make changes
Many new managers make the “trial by fire”

11. From Individual Performer to Manager

12. 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)

13. 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

14. Ten Manager Roles

15. 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
Nonprofit organizations seek good managers
More emphasis on spokesperson, resource allocator and leader
All organizations carefully integrate and adjust management functions to meet their circumstances

16. Innovative Management for the New Workplace
Turbulent Forces
Technology, globalization, shifting social changes, changes in the workforce and environmental shifts
New Workplace Characteristics
Work is free flowing and flexible, structures are flatter with fewer employees
New Management Competencies
Employ empowering leadership styles

17. The Transition to a New Workplace

18. New Management Competencies
Empowering leadership style
Collaborative relationships
Team-building skills
Managers must rethink their approach to organizing, directing, and motivating employees

19. Managing the Technology-Driven Workplace
Today’s workplace is driven by technology
Customer Relationship Management (CRM), outsourcing and supply chain management
Employees perform work on computers
Workers are connected around the world
Machines have replaced factory work

20. Management Perspectives over Time

21. Management and Organization
Social Forces are aspects of culture that guide relationships among people
Changing attitudes, ideas and values
Political Forces refer to influence of political and legal institutions
Economic Forces relate to the resources in society

22. Classical Perspective
Early study of management during nineteenth and early twentieth centuries
During the early years of the factory system
The development of complex organizations demanded new approaches to command and control

23. Scientific Management
Scientifically designed jobs and practices
From the late 1800s, the focus is on efficiency and labor productivity
The concepts increased productivity and are still important today

24. Characteristics of Scientific Management

25. Bureaucratic Organizations
A systematic approach to looking at the organization
Impersonal and rational management of organizations
Clear division of labor; hierarchy
The term bureaucracy has become a negative term

26. Administrative Principles
Subfield of classical perspective
Focus on the total organization
General principles which are part of management philosophy today:
Unity of command
Division of work
Unity of direction
Scalar chain

27. Humanistic Perspective
Understanding human behavior, needs and attitudes
Human-Relations Movement – more enlightened treatment of employees
Human-Resources Perspective – focus on worker participation and considerate leadership

28. Theory X and Theory Y

29. Behavioral Sciences Approach
Draws from sociology, psychology, anthropology, economics and other disciplines
Organizational development stems from this approach
Improve organizational health and effectiveness
Cope with change and improve relationships
Greatly influenced management since 1970s

30. Quantitative Approach
Also referred to as management science
Application of mathematics, statistics, and other quantitative techniques

31. Recent Historical Trends
Systems Thinking – see both the elements and the interaction in a system/situation
Contingency View – view each situation as unique and principles are not universal
Total Quality Management (TQM) – focusing the whole organization on delivering quality and service

32. Systems Thinking and Circles of Causality