MANAGING THE NEW WORKPLACE

MANAGEMENT 6th Ed.

By: Richard Daft

MANAGEMENT

• The attainment of organizational goals in an effective

and efficient manner through planning, organizing,

leading, and controlling organizational resources.

Four Management Functions

• 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

Controll ing

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

The Process of Management

Organizational PerformanceOrganization

• 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.

Effectiveness & Efficiency

• 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

Management Skills

• 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

Management Types

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.

Management Levels in theOrganizational Hierarchy

Manager Roles

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.

Management and the New Workplace

Transition to a New Workplace

THE OLD WORKPLACE NEW WORKPLACE

CHARACTERISTICS

Resources Atoms – physical assets Bits – information

Work Structured, localized Flexible, virtual

Workers Dependable employees Empowered 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

Managing Crises and Expected Events

• Stay Calm

• Be Visible

• Put People Before Business

• Tell the Truth

• Know When to Get Back to Business

Any clarifications?

HAVE A NICE DAY!!!