Management Though & OB 2

8/3/2019 Management Though & OB 2

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Opportunities & Challenges


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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.


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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.


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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.


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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


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OBChallenges

TechnologyTransformation

EthicalBehavior

ManagingDiversity

ChangingDemographicsof Workforce

ChangedEmployee

Expectations

Globalisation


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The Flip Side Access to a Changing Marketplace

Large Scale Business Transformation

Superior Customer Service

Workforce Empowerment

Total Quality

Allianceswith Suppliers & Customers

Continuous Learning


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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


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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


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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


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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


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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' '


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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.


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EthnicityRace

Mental /PhysicalQualities

AgeGender

SexualOrientation

Language

Experiences

Geographi

c Location

Education

IncomeWorkExperience

Occupation

ParentalStatus

MaritalStatus

Religion

PrimaryDimensions

Secondary

Dimensions

Managing Diversity


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Barriers to Accepting Diversity

Prejudice

Ethnocentrism

Stereotypes

Discrimination

Harassment

Sexual Harassment

Backlash


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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


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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


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Changing Demographics ofWorkforce

Age

Dual Career Couples

Increase in Working mothers

From Blue-collar to White-collar

Changed Employee


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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


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Technology Transformation

Dimensions of Technology

Automation

Automation

WorkSimplification

Alienation

Poor Quality/ Low

Production


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Information Technology

Dotcoms

Internet

Intranet E-mail

Mobile phones

Conference calls

B h i l I li ti f Ad d


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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


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Virtual Offices

Changing Nature of Managing Work

Different Stressors

Temp Staffing


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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


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Role

ExpectationsOrganisational Influences

Individual

ExternalFactors

CulturalInfluences

EthicalBehavior


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Managing Ethics

Top ManagementCode of Ethics

Ethics CommitteeEthics Hot Lines

Ethics training programs

Ethics & Law

Documents

Management Though & OB 2