Innovative Management for a Changing World: Adaptation, Empowerment, and Collaborative Leadership
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Presentation Transcript
Chapter 1 Innovative Management for a Changing World
Innovative Management forthe New Workplace • Rapid environmental shifts: • Technology • Globalization • Shifting social values • In the new workplace, work is free-flowing and flexible • Success depends on innovation and continuous improvement
New Management Competencies Managers • do more with less • engage hearts and minds • see change as natural • inspire vision and cultural values • allow people to create a collaborative workplace • allow people to create a productive workplace
Management Competenciesfor Today’s World • Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources • Today’s effective manager is an enabler who helps people do and be their best. • Today’s best managers are “future-facing.” • Managers employ an empowering leadership style.
Organizational Performance • Organization: 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
Management Skills • Three categories 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 the hierarchy
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 • Unable to motivate employees • Not building teams • Inability to create cooperation • Failure to clarify performance expectations • Poor communication and interpersonal skills
Management Types: Vertical • Top managers: Responsible for the entire organization • Middle managers: Responsible for business units • Project managers: Responsible for misinterpreting signals • First-line managers: Responsible for production of goods and services
Management Types: Horizontal • Functional managers:Responsible for departments that perform specific tasks • General managers:Responsible for several departments
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 in a “trial by fire”
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
Manager Activities • Adventures in multitasking • 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)
Manager Roles • Role: Set expectations for a manager’s behavior • Every role undertaken by a manager accomplishes the functions of: • Planning • Organizing • Leading • Controlling
Manager Roles • Manager roles are important to understand but they are not discrete activities • Management cannot be practiced as independent parts • Managers need time to plan and think
1.10 Hierarchical Levels and Importance of Leader and Liaison Roles
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 keeping costs low • Need to measure intangibles like “improving public health”
