View
216
Download
0
Category
Preview:
Citation preview
8/3/2019 Management Though & OB 2
1/26
Opportunities & Challenges
8/3/2019 Management Though & OB 2
2/26
Managers and Management
Managers in todays market must updatetools and principles on a continuous
basis. Management development is
increasingly global in outlook and placesa high value on contributing to
organizational effectiveness andcompetitive advantage.
To be successful a manager must useand integrated approach, using a
combination of tools and principles.
8/3/2019 Management Though & OB 2
3/26
Management Development
High performance leading organizations areincreasingly distinguished by 7 features:
1. Linking management development tobusiness plans and strategies.
2. Being boundless, flat, nonhierarchical3. Using global and cross cultural orientation
4. Individualizing learning that is focusedwithin the context of organizational learning
5. Applying customized training aligned withcorporate culture
6. Employing a career development focus
7. Focusing on the development of core
competencies.
8/3/2019 Management Though & OB 2
4/26
Management is also a Human Activity
As a human activity management emphasizes theimportance of employees with whom managerswork and whom they manage in accomplishingan organizations objectives.
In organizations, people are the most important
asset. Successful managers understand this andrecognize the need to establish a strong bondbetween the organization and the relationships ofthe manager and the people they manage.
8/3/2019 Management Though & OB 2
5/26
Challenges and Opportunities for OB
Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Empowering People
Coping with Temporariness
Stimulating Innovation and Change
Improving Ethical Behavior defining right& wrong
Information Technology
8/3/2019 Management Though & OB 2
6/26
OBChallenges
TechnologyTransformation
EthicalBehavior
ManagingDiversity
ChangingDemographicsof Workforce
ChangedEmployee
Expectations
Globalisation
8/3/2019 Management Though & OB 2
7/26
The Flip Side Access to a Changing Marketplace
Large Scale Business Transformation
Superior Customer Service
Workforce Empowerment
Total Quality
Allianceswith Suppliers & Customers
Continuous Learning
8/3/2019 Management Though & OB 2
8/26
People are the purpose and profits arethe means, and not the other way round.
It should not be: people are theresources & profits the purpose
Bohdan Hawrlyshyn, Economist & Advisor toUkranian President
8/3/2019 Management Though & OB 2
9/26
Globalisation
Inequality Share of globalincome of poor people has
fallen from 2.3 to 1.4% inthe last decade
Total world incomeincreased by 2.5%annually; actual number ofpeople living in povertyincreased
GE has assets of $500billion, more than GDP of
some countries Disregarding environment
in stampede for megaprofits & marketplacesupremacy
Corporate power restricting
Increased ForeignAssignments
Different Cultures Outsourcing
8/3/2019 Management Though & OB 2
10/26
Globalisation Challenges
Globalisation effects Managers & Professionals
Internationalisation puts a premium on certain
competencies / skills
Managerial learning is critical: Teamwork
Managing careers in the global context
8/3/2019 Management Though & OB 2
11/26
Globalization is neither new nor in general a folly.While we have good reasons to address difficultiesarising out of globalization, we must be careful thatwe do not end up choosing the life of the
kupamanduka (the frog in the well whose view ofthe world is confined to that space) Amartya Sen,Nobel Laureate
8/3/2019 Management Though & OB 2
12/26
Alternative to Globalization? Think Globally, ActLocally
Localization reverses the trend of globalization by
discriminating in favor of the local.
Depending on context, the 'local' may be part of anation state, the state itself or even a regional groupingof states.
At the heart of localization is a rejection of today's
environmentally and socially damaging subservience in' '
8/3/2019 Management Though & OB 2
13/26
The Indian Way
Indias Green Revolution
Since 1985 India has lifted more than 100 millionpeople out of desperate poverty in urban centers and
the hinterland alike, according to research by theMcKinsey Global Institute
Indias best companies are targeting global markets
But to sustain these advances, the country cannot rest.Its leaders must focus on building infrastructure and
developing a thriving labor market.
8/3/2019 Management Though & OB 2
14/26
EthnicityRace
Mental /PhysicalQualities
AgeGender
SexualOrientation
Language
Experiences
Geographi
c Location
Education
IncomeWorkExperience
Occupation
ParentalStatus
MaritalStatus
Religion
PrimaryDimensions
Secondary
Dimensions
Managing Diversity
8/3/2019 Management Though & OB 2
15/26
Barriers to Accepting Diversity
Prejudice
Ethnocentrism
Stereotypes
Discrimination
Harassment
Sexual Harassment
Backlash
8/3/2019 Management Though & OB 2
16/26
Managing Diversity
Increasing Awareness
Providing Accurate Information
Uncovering Personal Biases & Stereotypes
Assessing Personal Beliefs, Attitudes, & Values:
Learning about others
Overturning Inaccurate Beliefs & Stereotypes
Developing an atmosphere of sharing
Improving understanding of others Increasing Diversity Skills
Cultural Diversity
Gender Diversity
8/3/2019 Management Though & OB 2
17/26
At IBM diversity is seen as the bridgebetween the workplace and the market placeand it has become central to IBMs ability to
win in the global market place.
From ethnocentric to Geocentric
Age, Gender, Race, Sexual Orientation
Ch i D hi f
8/3/2019 Management Though & OB 2
18/26
Changing Demographics ofWorkforce
Age
Dual Career Couples
Increase in Working mothers
From Blue-collar to White-collar
Changed Employee
8/3/2019 Management Though & OB 2
19/26
Changed EmployeeExpectations
Traditional incentives such as job-security,attractive remuneration, housing etc not enough toattract, retain & motivate workforce
Empowerment Quality of Status
Employee Influence & Involvement
Upward Communications
Better Treatment
Challenging Assignments
Career Advancements
8/3/2019 Management Though & OB 2
20/26
Technology Transformation
Dimensions of Technology
Automation
Automation
WorkSimplification
Alienation
Poor Quality/ Low
Production
8/3/2019 Management Though & OB 2
21/26
Information Technology
Dotcoms
Internet
Intranet E-mail
Mobile phones
Conference calls
B h i l I li ti f Ad d
8/3/2019 Management Though & OB 2
22/26
Behavioral Implications of AdvancedTechnology Leaner Organisations
De-layering Downsizing / Rightsizing Outsourcing
Wired Organisations
Telecommunications
Web Conferencing Webinars (Web Seminars) Internet E-mail CCTVs
Privacy Group Cohesiveness Motivation Organisational Hierarchies Time Differences Communication Leadership
8/3/2019 Management Though & OB 2
23/26
Virtual Offices
Changing Nature of Managing Work
Different Stressors
Temp Staffing
8/3/2019 Management Though & OB 2
24/26
Ethical Behavior Ethics : System of moral principles
Importance of Ethics
Basic Human needs
Values create credibility with public Values give management credibility with employees
values help in better decision-making
Ethics & Profits go together
Ethics can protect society better than law can
8/3/2019 Management Though & OB 2
25/26
Role
ExpectationsOrganisational Influences
Individual
ExternalFactors
CulturalInfluences
EthicalBehavior
8/3/2019 Management Though & OB 2
26/26
Managing Ethics
Top ManagementCode of Ethics
Ethics CommitteeEthics Hot Lines
Ethics training programs
Ethics & Law
Recommended