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

2. 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
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3. 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
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4. 1.1 What Do Managers Do?
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5. 1.2 The Process of Management
Any others?
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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
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7. 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
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8. 1.3 Relationship of Skills to Management
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9. 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
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10. 1.4 Top Causes of Manager Failure
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11. 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
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12. Management Types: Horizontal
Functional Managers are responsible for departments that perform specific tasks
General Managers are responsible for several departments
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13. 1.5 Management Levels
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14. 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”
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15. 1.6 From Individual Performer to Manager
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16. 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”
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17. 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)
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18. Ten Manager Roles Decisional Informational Interpersonal Entrepreneur
Monitor
Disseminator
Spokesperson
Interpersonal
Figurehead
Leader
Liaison
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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19. 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
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20. 1.8 Hierarchical Levels and Importance of Roles
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21. 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”
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22. Innovative Management for the New Workplace
Rapid environmental shifts:
Technology
Globalization
Shifting social values
In the new workplace, work is free-flowing and flexible
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23. 1.9 Transition to a New Workplace
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24. 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.
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