Leadership Reviewer Chapter 1-3 PDF

CHAPTER 1 THE CHANGING WORLD OF - A sustainable bioeconomy, increasing food WORK (REVIEWER) (ALL PAGE) security, reducing environmental impact of agriculture and fisheries. GET READY: THE MEGATRENDS - Le...

CHAPTER 1 THE CHANGING WORLD OF - A sustainable bioeconomy, increasing food WORK (REVIEWER) (ALL PAGE) security, reducing environmental impact of agriculture and fisheries. GET READY: THE MEGATRENDS - Leading and managing in a world of open THE KNOWLEDGE AND SEVICE ECONOMY markets. - In order to remain competitive, scores of - Leading and managing in an Australian dangerous, dirty, demeaning, dull jobs. economy based. -Knowledge and services  Business models CLIMATE CHANGE (ENVIRONMENTAL)  Leadership styles - Change  Organisation strategies - Risk  Organisation structure - Opportunities -In short the new economy rewrites the rules of - Responsibilities business and changes. GLOBALISATION INTANGIBLE, SMART ASSETS - Large worldwide market - Culture and capabilities - Tougher competition - Goodwill and image in the marketplace - Greater opportunities - Intellectual capital - Corporate social responsibilities (CSR) -Organisation structure THE FAR REACH OF GLOBALISATION THE SECTORS OF THE ECONOMY - Cultural (such as dress, food, language and - The primary (raw materials) (extracts or entertainment like business ethics). harvests) - Environmental and Biological (domestic and - The secondary (manufacturing) wild). - The tertiary (services) (general population and - Financial (Asian and global financial crises). business) - Political systems (putting pressure on - The quaternary (knowledge) (information and authoritarian style) finance) - Social (increasing the movement of people between countries) RESOURCES SCARCITY - Spatial (Change in society and the - Non-renewable (become more expensive) environment). - Fossil fuels (coal, gas, and natural gas) - Minerals ( copper and gold are becoming TECHNOLOGY scarcer) - Additive Manufacturing 3D printing - Companies (creates products and sevices) - Automated Intelligence - Big data statistical models and algorithms SOCIETAL CHANGES - The Cloud (group of linked servers, some - Society (becoming more diverse). storing data) - Marrying less and at older ages, and reproducing less. THE INTERNET OF THINGS - Working age (population demographic is - Collect, analyse, store, send and receive data, declining). - Monitor and report on environment and - Changing consumer spending and customer performance In real time. expectations). - Controlled through remote devices, their operation can be optimised. NEW WAYS OF WORKING - Smart connected products learn to adapt to - The casualised workforce adapt their environment.  Many full-time, permanent jobs are being replaced by casual, part-time, and Social media has become a crucial vehicle for temporary jobs. communicating and engaging with stakeholder. - The outsourced and offshore workforce  Contracting of work to independent NANOTECHNOLOGY AND BIOTECHNOLOGY providers to save money is now common. - Nanotechnology creates ultra-small devices, the - Teleworking size of a pinhead.  Many people are working from home, - Biotechnology uses living organisms to improve travel time is saved hours are flexible. our health and environment. - A radically changed world of increased WAYS TO TELECOMMUTE possibilities. - Hub working   Freelancers and corporate.  Managers need to understand the jobs - Fulltime (i.e. methods and procedure)  Working from home all the time.  Managers have credibility if they - Sporadically understand  Occasionally working from home.  Information technology - Self-employed/contracting (IT) skills also for managers  Working mainly from home. - Schedule  Working from home one or more days a CHAPTER 2 THE INTERNAL ENVIRONMENT week. (11-20) - Mobile  Working mainly on the road/travelling or THE 3 SECTORS OF NON-PROFIT (THE NOT- attending meetings. FOR-PROFIT) - Non-government organisations (NGO’s) make A NEW WORKFORCE up the not-for-profit sector. - A changing employee mix (Australian workforce) - this sector’s services covers animal walfare, arts  Part time and culture, professional, business and etc…  Casualised - Disgruntled workforce (Downsizing) THE 3 PRIVATE SECTORS  Increased workloads - Corporations (public companies; propriety  Caused friction limited companies) - More skilled greying workforce - Partnerships (two or more people) - Sole traders (single owner)  Multitasked  Flexible CORPORATIONS (PROPRIETARY)  Independent workers  These companies have ‘proprietary li’ited', - Way of assessing organisation ‘Pty Lyd’ or ‘P/L’ after their business  Employees prefer environmentally friendly names. organisation.  Can have no more than 50 owners, excluding employees shareholders. KNOWLEDGE WORKERS (IDEAS, INFORMATION, INTELLEGENCE) CORPORATIONS (PUBLIC) -Workers work with their brains and social skills,  Public companies have the word ‘limited’ technology and by applying information. or ‘Ltd’ after their business names. - Intensive industries these workers often make up 70-90 percent of employees.  Companies are listed on the stock exchange to any individual or company. A NEW WAYS OF ASSESSING ORGANISATION PARTERSHIP -It measures by the triple bottom line, corporate  Cannot cope with the amount of work. and citizenship is now important  Lacks all the skills needed to manage a  PEOPLE (HUMAN CAPITAL) growing business.  PLANRT (NATURAL CAPITAL) SOLE TRADERS  PROFIT (THE BOTTOM LINE)  The simplest and most inexpensive business to set up HIGLY SKILLED LEADER-MANAGERS  Sole traders can trade under their own - Conceptual skills name or register a business name.  The world is changing rapidly, managers must be able to: THE 3 PUBLIC SECTORS - The public sector (there are state and territory  See ‘the big picture’ governments and local city councils).  Make plans, make decision, solve the - Government departments ( it is divided into problems, lead. functions, each with its own department). - Personal and interpersonal skills - Statutory authorities (usually more  Mangers without these skills will not last independence than government departments). long.  Understand themselves, understand THE FOUR LEVELS OF MANAGEMENT others (PYRAMID)  Form effective working. - Top-level management (chief executive, CEO, -Technical skills and board of directors). - Senior management (develop long-term plans CHAPTER 3 THE FORMAL ORGANISATION and polities). (21-30) - Middle management (large organisations, de- layering and restricting) DESIGNING CONTEMPORARY - first line management ((managers work in ORGANISATIONS shorter time typically in weeks and months, the - Organisation have become more complex only managers who have daily contact (diverse and interdependent parts). with the workforce) - that means that is seemingly simple changes - Non-management employees CAPABILITIES-BASED ORG FIRST-LINE, MIDDLE AND TOP-LEVEL AND - Many organisation are restructuring their SENIOR MANAGEMENT SKILLS operations.  Conceptual skills - Team-based operations  People skills  Technical job-related skills THE MULTIDISCIPLINARY TEAMS  Autonomy THE SIX STAKEHOLDERS  Collaboration - Closer community  Innovation - Wider society  Interdependence - Suppliers - Customers MAJOR TRENDS ORG - Owners - From big to small - Employees - From pyramid to pancakes - From purely profit-driven to ‘doing good’ THE COMMUNITY AND WIDER SOCIETY - Contribute to and not harm the environment FROM BIG TO SMALL, AND CENTRALISED TO - Partnering with or supporting charities DECENTRALISED - ‘big business’ of tomorrow may be even smaller CUSTOMER AND/OR CLIENTS than business are today. - Senior managers (nature and product quality) - Many of these flexible, decentralised - Middle namagers (procedures and guidelines) organisation - First-lines managers ( continuously customer sevices and products) FROM ACTUAL TO VIRTUAL - Outsource their assets and non-core functions EMPLOYEES and activities - treating employees fairly - surrounded by contractors and outsourced - ensuring employees feel appreciated workers - Nucleus of essentials core employees OWNERS surrounded by electrons of contractors - Private sectors (private individuals or institutional investors) FROM PYRAMID TO PANCAKES - Public sectors (taxpayers) - Downsizing and de-laying - not-for-profit sector (effective services) - Containing up to 20 layers - Five layers is now the norm SUPPLIERS - Senior managers (outcomes and set the FROM SILOS TO CLUSTERS deadlines) - Silo-style or functional organisation (group of - Middle and First-line managers (develop and employees and the roles they perform) maintain) - Made up of multifunctioning clusters of people FROM MECHANISTIC TO ORGANIC - Mechanistic (suited highly and standardised) - Organic (greater flexibility)