Understanding Management - Chapter 1

Leading Edge Management Chapter 1 Topics: Leading Edge Management 1. Management competencies 2. Basic management functions 3. Organizational performance 4. Management skills 5. Management challenges 6. Managers job 7. Managing non-profit organizations 8. Management origins 9. Mana...

Leading Edge Management Chapter 1 Topics: Leading Edge Management 1. Management competencies 2. Basic management functions 3. Organizational performance 4. Management skills 5. Management challenges 6. Managers job 7. Managing non-profit organizations 8. Management origins 9. Management future Learning Objectives: Chapter 1 By the end of this chapter, you should be able to: 1.1 Explain five management competencies and the trend toward bosslessness in today’s world. 1.2 Define the four management functions and the type of management activity associated with each. 1.3 Explain the difference between efficiency and effectiveness and their importance for organizational performance. 1.4 Describe technical, human, and conceptual skills and their relevance for managers. 1.5 Define the management types and roles that managers perform in organizations. Learning Objectives: Chapter 1 1.6 Explain the unique characteristics of the manager’s role in nonprofit organizations. 1.7 Summarize the historical struggle between managing the “things of production” and the “humanity of production.” 1.8 Describe the current uses of the management science approach and the major components of the humanistic management perspective. 1.9 Describe the management changes brought about by a technology-driven workplace and those that facilitate a people-driven workplace. 1.10 Explain how artificial intelligence may help bridge the historical struggle between managing the “things of production” and the “humanity of production.” 1. Management Competencies Leading Edge Management  Management: Attainment of organizational goals effectively and efficiently through planning, organizing, leading, and controlling organizational resources Management Today’s effective manager is an enabler who helps Defined people do and be their best. Today’s best managers are “future-facing.” Managers employ an empowering leadership style.  Move to Technology (e.g., social knowledge/information- media & mobile apps) based economy Rapid Environment Rise of artificial Global market forces intelligence Shifts Growing threat of Shifting expectations cybercrime  Organization design turns management authority and responsibility over to employees. Team spirit and autonomy are often leading goals. Trend Toward How and where work gets done has shifted. ”Bosslessness” New technology enables employees to work from locations outside a regular office. Provides greater flexibility as well as increased employee initiative and commitment. 2. Basic Management Functions Leading Edge Management Management Process  If organizational performance indicates how well a manager is doing their job, is it more important for a manager to focus on Activity: efficiency or effectiveness? a. Efficiency is more important. b. Effectiveness is more important. Poll c. Importance of efficiency and effectiveness depends on the manager’s role and goals. d. Efficiency and effectiveness are equally important. 3. Organizational Performance Leading Edge Management Definitions: Organizational Performance Organization: Social entity that is goal-directed and deliberately structured Organizational effectiveness: Degree to which the organization achieves a stated goal Organizational efficiency: Refers to the amount of resources used to achieve an organizational goal High performance: Attainment of organizational goals by using resources in an efficient and effective manner 4. Management Skills Leading Edge Management  Three categories of skills: Technical Human Introduction: Conceptual Managemen The degree of the skills may vary, but all managers must possess the t Skills skills. The application of management skills change as managers move up the hierarchy.  If you are a middle-level manager, your proficiency in which of the three management skills is likely to Discussion: contribute most to your success? Technical skills Management Human skills Proficiencies Conceptual skills How does your answer change, if at all, if you are a top manager? If you are a line manager?  If you are a middle-level manager, your proficiency in which of the three management skills is likely to contribute most to your success? Because middle managers most likely focus on Discussion facilitation and coordination among people and departments, these managers rely more on Debrief: communication, or human skills. How does your answer change, if at all, if you are a top Management manager? If you are a line manager? Human skills are increasingly important for managers at Proficiency all levels and in all types of organizations. Top managers are likely to depend on conceptual skills or their cognitive ability to see the organization as a whole system and the relationships among its parts as much as they rely on communication. Line managers need human skills, but they are also close to a function that depends on technical skills or the mastery of methods, techniques, and equipment involved in specific functions. Relationship of Skills to Managemen t Google: Top Ten Rules for Managers When Skills Fail Management failures have been in the news. Flaws and weaknesses are apparent during uncertain times. People have become less willing to overlook mistakes Top Causes of Management Failure 5. Management Challenges Leading Edge Management Becoming a Manager Performers often become managers. Becoming a manager transforms personal identity—how people Move from being a doer to a coordinator. think of themselves. Many new managers expect more However, successful managers build teams and freedom to make changes. networks. Many make the transformation in a “trial by fire.” From Individual Performer to Manager Discussion: Managing in Today's World How do you feel about having management responsibilities in Describe some skills and today’s world, characterized by competencies essential to uncertainty, ambiguity, and managers working in these sudden environmental changes conditions. or threats? 6. Management Job Leading Edge Management  Adventures in multitasking Activity characterized by variety, fragmentation, and brevity What Do Less than nine minutes on most activities Managers shift gears quickly Managers Do? Life on speed dial Work at unrelenting pace Interrupted constantly Ad hoc meetings  Using techniques that enable you to get more done in less time and with better results, be Using more relaxed, and have more time to enjoy your work and your life Time Management Learning to manage time effectively is one of new Learning managers' greatest challenges.  Role: Set of expectations for a manager’s behavior Three categories of management roles Informational Manager Interpersonal Roles Decisional Management roles accomplish four functions: Planning Organizing Leading Controlling 10 Manager Roles Answers: Manager Roles Which of the following sets of manager roles would be considered decisional roles? d. Disturbance handler, entrepreneur, and resource allocator Manager as Liason and Leader 7. Managing Non-Profits Leading Edge Management  Nonprofits need management talent. Apply the four functions of management to make social impact. Managing Generating social impact rather than profits is what makes nonprofits different from other businesses. Non-Profits Try to keep costs low. Success—need to measure intangibles like “improve public health.” Developing to Manage Non-Profits About Tom Vozzo, CEO CEO of Homeboy Industries, the world's largest and most successful gang intervention, rehabilitation, and re-entry program. In December 2012, became the organization’s first-ever CEO. Before Homeboys: His last corporate role was as President of ARAMARK Uniform and Career Apparel Group, a $1.8 billion entity with 16,000 employees. Under his leadership, he transformed businesses by instituting a sales and customer-centric growth culture and deploying technology solutions to improve operations. Tom’s 5 Steps to a Meaningful Career 1. LEARN how to run a business. 2. GIVE financially. 3. VOLUNTEER. 4. HIRE the working poor. 5. BEFRIEND the unlovable. 8. Management Origins Leading Edge Management Management Perspectives Over Time Tension Between Historical Forces 9. Management Future Leading Edge Management  Big data analytics: technologies, skills, Managing and processes for searching and examining massive, complex sets of data to uncover hidden patterns and in the New correlations AI Tech- Blockchain-related Internet of Things (IoT): “smart” Driven devices and chips that communicate to other devices Workplace Increases effectiveness of two-way communication  Radical decentralization: employees have authority to make key decision about their Managing work, eliminating much of hierarchical reporting. in the New Employees flourish when given more responsibility and control over their own People- work. Higher levels of employee energy, passion, and creativity when employees Driven feel free to express themselves. Employee engagement: organizational Workplace culture supports employees’ sense of belonging and commitment to the organization and its mission. Lesson Summary Leading Edge Management Topics: Leading Edge Management 1. Management competencies 2. Basic management functions 3. Organizational performance 4. Management skills 5. Management challenges 6. Managers job 7. Managing non-profit organizations 8. Management origins 9. Management future