1. Innovation for Turbulent Times
Chapter One:
Innovation for Turbulent Times

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

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

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

5. The Process of Management

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

7. Relationship of Management Skills

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

9. 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

10. Management Types
Not all managers’ jobs are the same:

11. 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”

12. From Individual Performer to Manager

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

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

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

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

17. 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”

18. Management and the New Workplace
Rapid environmental shifts:

19. The Transition to a New Workplace

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

21. 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

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

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

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

25. Management Perspectives over Time

26. Management Perspective: Scientific

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

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

29. Theory X and Theory Y

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

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