1. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-1 Managing in Today’s World

2. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-2 Learning Outcomes Describe the three waves in modern social history and their implications for organizations Explain the importance of viewing management from a global perspective Identify how technology is changing the manager’s job Define social responsibility and ethics

3. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-3 Learning Objectives Explain what the term entrepreneurial spirit means Describe the management implications of a diversified workforce Explain why organizations focus on quality and continuous improvement. Explain why many corporations have downsized

4. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-4 Information (1960s-present) Industrialization (late 1800s-1960s) Changing Economic Environment Agrarian (late 19th century)

5. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-5 Knowledge Workers Result of Information Age Specialized skills Acquisition and application of information High demand Requires a willingness to continually learn

6. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-6 Strategic Alliance Borderless Organization Global Village Transnational Corporation Multinational Corporations

7. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. The Impact of Globalization on Managers Managing in a country with a different national culture Recognizing differences Parochialism Ethnocentric FOM2-7

8. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Cultural Dimensions FOM2-8

9. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-9 Better service to customers More useful information Technology

10. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Organizational Benefits of Information Technology Physical constraints Skill requirements Business over the Internet (e- commerce) Telecommuting FOM2-10

11. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-11 Ethics Social Responsiveness Societal Expectations of Organizations and Managers Social Obligation Social Responsibility

12. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Entrepreneur Initiates business venture Organizes resources Assumes risks Achieves rewards FOM2-13

13. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Dimensions of Workforce Diversity Family-friendly benefits Expectations of managers FOM2-14

14. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Total Quality Management (TQM ) Focus on customer Continuous improvement Quality of everything Measurement Empowerment FOM2-15

15. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Work Process Engineering Radical or quantum change Focus on streamlining processes Starting from scratch Creating a new process FOM2-16

16. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Downsizing Changes to Organizational Staffing levels FOM2-17 Rightsizing

17. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-18 Activity to create more efficient workforce Extensive layoffs Downsizing

18. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Is Downsizing Working? Recent study Link with work re- design Net economic benefit is zero or negative FOM2-19

19. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-20 Linking staff levels to organizational goals Hiring people Rightsizing

20. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. FOM2-21 External supply of products or services Flexible and adaptable Outsourcing

21. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Contingent Workforce Employees that are not permanently attached to the organization Increases flexibility Allows organization to respond to external changes FOM2-22

22. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Part-Time Employee Works less than full-time hours (e.g., less than 40 hours per week) May be part of a job-sharing arrangement Usually hired for peak operating hours FOM2-23

23. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Temporary Employee Employed during peak production period or to replace someone away for an extended period of time May be full or part- time FOM2-24

24. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Contract Worker Not considered an “employee” Usually associated with projects Usually a “fixed fee” is part of the contract FOM2-25

25. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Core Employees Employees considered critical and essential for the organization FOM2-26

26. Robbins et al., Fundamentals of Management, 3rd Canadian Edition. ©2002 Pearson Education Canada, Inc., Toronto, Ontario. Empowering Managers as coaches Redesigning work to increase decision-making for employees Allowing employees to be involved in the operation FOM3-27