1. Introduction: The Dynamic New Workplace

2. Planning Ahead The major study questions:
What are organizations like in the new workplace?
Who are managers and what do they do?
What is the management process?
What are the challenges ahead?
Case preview – Coca Cola

3. Organizations and the New Workplace
combine the talents of their employees to achieve unique and significant results

4. Organizations and the New Workplace
Individuals depend on organizations to provide gainful employment
good organizations make the best employers

5. Exercise
Make a list of the behavioral attributes of the best and worse boss you have ever had; or would like to work for
Summer jobs; part-time work etc
Share your list with a neighbour; make a master list and include why you feel these attributes are acceptable or unacceptable
Be prepared to share with the class

6. Organizations and the New Workplace
People
are the the ultimate foundations of organizational performance
represent intellectual capital
are indispensable in creating long-term success

7. Organizations and the New Workplace
What is an Organization?
A collection of people working together to achieve a common purpose
Members are able to accomplish more than they would individually

8. Organizations and the New Workplace
What is an Organization?
The purpose is to produce goods and/or services that satisfy the needs of customers
Quality products and customer satisfaction are sources of organizational strength and performance advantage
Resource Inputs
People
Money
Materials
Technology
Information
Transformation process
Workflows turn resources
Into outputs
Product Outputs
Finished goods
and/or services
Consumer feedback

9. Organizations and the New Workplace
Organizations as Systems
A system is a collection of interrelated parts that function together to achieve a common purpose
organizations are open systems that interact with their environments
organizations transform resource inputs into product outputs (goods and services)
feedback from the environment tells an organization how well it is meeting the needs of customers and society

10. Organizations and the New Workplace
Productivity and Organizational Performance
Value-added
if an organization can add value to the original cost of resource inputs it can:
earn a profit
add wealth to society

11. Organizations and the New Workplace
Productivity and Organizational Performance
Performance effectiveness
measure of task output or goal accomplishment
direct line to ultimate customer service and satisfaction
Performance efficiency
measure of the resource cost associated with goal accomplishment
measure of outputs realized compared to inputs consumed

12. Productivity & the Dimension of Organizational Performance
Goal
Attainment
High
Effective but not Efficient
Goals achieved
Resources wasted
Effective & Efficient
Resources well utilized
High productivity
Low
Neither Effective nor Efficient
Goals not achieved
Efficient but not Effective
No wasted resources
Poor
Good
Resource Utilization

13. Organizations and the New Workplace
Changing Nature of Organizations
Quality is a strong productivity theme
total quality management (TQM) is managing with an organizationwide commitment to
continuous improvement
completely meeting customers’ needs
Change is an important aspect of organizations
Technology
virtual organizations operate with the support of extensive computer networks
allows people to work across large geographical distances

14. Organizations and the New Workplace
Changing Nature of Organizations (con’t)
Cross-functional task forces
employees who work in different parts of an organization meet to share problem-solving expertise and coordinate operations
Formative Exercise – Ferrari
Read the brief exercise on Ferrari and answer the
questions that follow

15. Managers and the New Workplace
A Manager is someone in an organization who is responsible for the work performance of one or more employees
ex. supervisor, team leader, division head, administrator, project director

16. Managers and the New Workplace
Essential Human Resources are employees that report to managers
ex. direct reports, team members, subordinates

17. Managers and the New Workplace
A Managers’ key responsibility is to help an organization achieve high performance by utilizing human and material resources
Management is the process consisting of
planning
organizing
leading
controlling

18. Managers and the New Workplace
Types of Managers
Top managers
ensure that major performance objectives are established and accomplished in accordance with an organization’s purpose
responsible for performance of an organization as a whole or one of its significant parts
ex. CEO, COO, president, vice president

19. Managers and the New Workplace
Types of Managers (con’t)
Middle managers
report to top managers
in charge of relatively large departments or divisions
implement complex projects that require the participation of persons from different parts of organizations
ex. Plant managers, division managers, branch sales managers, clinic directors, deans

20. Managers and the New Workplace
Types of Managers (con’t)
First-line managers
in charge of a smaller work unit composed of nonmanagerial workers
ensure that their work team or unit meets performance objectives that are consistent with plans of middle and top management
ex. team leader, supervisor, department head, unit manager

21. Managers and the New Workplace
Types of Managers (con’t)
Managers work in different capacities within organizations
Line managers are responsible for work activities that directly affect an organization’s outputs
Staff managers use technical expertise to advise and support the efforts of line workers
Functional managers are responsible for a single area of activity
General managers are responsible for more complex units that include many functional areas
Administrators typically work in nonprofit organizations

22. Managers and the New Workplace
Accountability and Managerial Performance
Managers set the conditions through which individuals and groups contribute to organizational productivity
Accountability is the requirement of one person to answer to a higher authority and show the results that were achieved for assigned duties
Managers fulfill performance accountability while achieving high performance outcomes and high levels of job satisfactions

23. Managers and the New Workplace
Accountability and Managerial Performance
Quality of Work Life (QWL) - an indicator of overall quality of human experience
fair pay
safe working conditions
opportunities to learn and use new skills
room to grow and progress in a career
protection of individual rights
pride in work itself and in the organization

24. Four Functions of Management
Planning
Setting performance objectives and deciding how to achieve them
Organizing
Arranging tasks, people, and other resources
to accomplish the work
Controlling
Measuring performance
and taking action to
ensure desired results
The Management
Process
Leading
Inspiring people to work
hard to achieve high
performance

25. The Management Process
Managerial Activities and Roles
Interpersonal roles - interactions with persons inside and outside the work unit (figurehead)
Informational roles - involve the giving, receiving and analyzing of information (monitor)
Decisional roles - involve using information to make decisions to solve problems or address opportunities (Negotiator)

26. The Management Process
Managerial Activities and Roles
Managers work:
long hours
at an intense pace
at fragmented and varied tasks
largely through interpersonal relationships

27. The Management Process
Managerial Agendas and Networks
Agenda setting -
develop action priorities for their jobs
include goals and plans that span long and short time frames
general in the beginning but become more specific

28. The Management Process
Managerial Agendas and Networks
Networking
process of building and maintaining positive relationships with people

29. The Management Process
Managerial Skills and Competencies
Skill - ability to translate knowledge into action that results in desired performance
technical - special proficiency or expertise
human - work well with others
conceptual - ability to view situations broadly and to solve problems
Managerial Competency - skill or personal characteristic that contributes to high performance in a management job that includes
the management process
the manager’s roles

30. Strategic Scenario
It is no longer safe to assume that large businesses or institutions will exist tomorrow; changing times exact the best from strategic planners
Using the following list of companies and institutions, brainstorm (in pairs) a situation the company may be facing (or is soon to face) and what can be done to stop it
Estimate the probability of the scenario happening
Develop your own research strategy that will enable the organization to successfully deal with it
McDonalds; Wendy’s
Petro Canada; Royal Dutch Shell
Microsoft; Apple; RIM
Public Radio; Public TV; Public Libraries
Ford; GM; Honda

31. Summative Assessment Case #1
Read the Saturn Case on the share drive and answer the 3 questions that follow.
Make sure you fully explain your answers with support from the article and the companies website.