Managing The New Workplace By Richard

MANAGEMENT 6th Ed.By: Richard Daft

Prepared By : ZAREEN SHAIKH, SZABIST LarkanaSession-1

Class-BBA.2

The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

Planning Management function concerned with defining goals

for future organizational performance and deciding on the tasks and use of resources needed to attain them.

Organizing Management function concerned with assigning

tasks, grouping tasks into departments, and allocating resources to departments.

Leading The management function that involves the use of

influence to motivate employees to achieve the organization’s goals.

Controlling The management function concerned with monitoring

employees’ activities, keeping the organization on track toward its goals, and making corrections as needed.

Planning

Select goals and ways to attain them

Controlling

Monitor activities and

make corrections

Leading

Use influence to

motivate employees

Organizing

Assign responsibility

for task accomplish-

ment

Resources

-human-financial-raw materials-capital

Performance

-attain goals-products-services-efficiency-effectiveness

Organization A social entity that is goal directed and deliberately

structured.

Social entity means being made up of two or more people.

Goal directed means designed to achieve some outcome, such as make a profit.

Deliberately structured means that tasks are divided and responsibility for their performance is assigned to organization members.

Organizational Effectiveness The degree to which the organization achieves a

stated goal.

Organizational Efficiency The use of minimal resources – raw materials,

money, and people – to produce a desired volume of output.

* The ultimate responsibility of managers is to achieve high performance, which is the

attainment of organizational goals by using resources in an efficient and effective manner.

• Not reached goals

• Minimum use of resources

• Reached goals

• Not minimum use of resources

• Not reached goals

• Not minimum use of resources

• Reached goals

• Minimum use of resources

Effective Ineffective

Efficient

Inefficient

Conceptual Skill The cognitive ability to see the organization as a

whole and the relationship among its parts.

Human Skill The ability to work with and through other people

and to work effectively as a group member.

Technical Skill The understanding of and proficiency in the

performance of specific tasks.

Management Level and SkillsManagement Level and Skills

Vertical Differences Top managerTop manager

A manager who is at the top of the organizational hierarchy and is responsible for the entire organization.

Middle managerMiddle manager A manager who works at the middle levels of the

organization and is responsible for major departments.

First-line managerFirst-line manager A manager who is at the first or second

management level and is directly responsible for the production of goods and services..

Horizontal Differences Functional manager

A manager who is responsible for a department that performs a single functional task and has employees with similar training and skills.

General manager A manager who is responsible for several

departments that perform different functions.

MANAGERIAL ACTIVITIES

ASSOCIATED ROLES

DESCRIPTION

INTERPERSONAL ROLES

FIGUREHEAD

Symbolic head; required to perform a number of routine duties of a legal or social nature.

LIAISON

Maintains a network of outside contacts who provide favors and information.

LEADER

Responsible for the motivation and direction of employees.

MANAGERIAL ACTIVITIES

ASSOCIATED ROLES DESCRIPTION

INFORMATIONAL ROLES

MONITOR

Receives wide variety of information; serves as nerve center of internal and external information of the organization.

DISSEMINATOR

Transmit information received from outsiders or from other employees to members of the organization.

SPOKESMAN

Transmit information to outsiders on organization’s plans, policies, actions, and results.

MANAGERIAL ACTIVITIES

ASSOCIATED ROLES DESCRIPTION

DECISIONAL ROLES

ENTREPRENEUR

Searches organization and its environment for opportunities and initiates projects to bring about change.

DISTURBANCE HANDLER

Responsible for corrective action when organization faces important unexpected disturbances.

RESOURCE ALLOCATOR

Makes or approves significant organizational decisions.

NEGOTIATOR

Responsible for representing the organization at major negotiations.

Transition to a New Workplace

THE OLD WORKPLACE

NEW WORKPLACE

CHARACTERISTICS

Resources Atoms – physical assets

Bits – information

Work Structured, localized Flexible, virtualWorkers Dependable

employeesEmpowered

employees, free agents

THE OLD WORKPLACE

THE NEW WORKPLACE

FORCES ON ORGANIZATIONS

Technology Mechanical Digital, e-business

Markets Local, domestic Global, including internet

Workforce Homogenous Diverse

Values Stability, efficiency Change, speed

Events Calm, predictable Turbulent, more frequent crises

THE OLD WORKPLACE

THE NEW WORKPLACE

MANAGEMENTCOMPETENCIES

Leadership Autocratic Dispersed, empowering

Focus Profits Connection to customers, employees

Doing Work By individuals By teams

Relationships Conflict, competition Collaboration

Design Efficient performance

Experimentation, learning organization

Stay Calm Be Visible Put People Before Business Tell the Truth Know When to Get Back to Business

Any clarifications?

HAVE A NICE DAY!!!