The Dynamic New Workplace GROUP 1 PRESENTATION
Jan 14, 2015
The Dynamic New Workplace
• What are the challenges of working in the new economy?
Working in the New Economy
• What are organizations like in the new workplace?
Organizations in the New Workplace
• Who are managers and what do they do?
Managers in the New Workplace
• What is the management process?
The Management Process
• How do you learn the essential managerial skills and competencies?
Learning How to Manage
Working in the new economy
Intellectual Capital Intellectual capital: collective brainpower or share knowledge of
workforce.
A knowledge worker: someone whose mind is a critical asset to
employers.
People and their talents are the ultimate foundation of one
organization.
Working in the new economy
Globalization Globalization: the worldwide interdependence of resource flows,
product market and business competition.
Working in the new economy
Globalization Many countries gathered in group: Asian, EU, FTA.
Protect their right, prevent risk.
Stable position.
Approach to new technology.
Working in the new economy
Technology Everything would be involved to computer:
Sales transaction.
Data storage.
Design.
……
Manager must be well - equipped with computer skills.
Working in the new economy
Diversity Workforce diversity: difference among workers in gender, age,
ethnic culture, race….
Opportunities:
Increases productivity, creativity.
Improves corporate culture.
Improves employee morale.
Leads to a higher retention of employees.
Working in the new economy
Diversity Challenges:
Language barrier.
Resistance to change.
Implementation of diversity in the workplace policies.
Working in the new economy
Diversity Hoàng Ngọc Vy – Managing Director of Vien Thong A.
Reorganized company system
Young staff is the core
Working in the new economy
Ethics Ethics: set moral standards of what is ‘good’ and ‘ right’ in one’s
behavior.
Case:
Vedan release a huge amount of chemicals into Thi Vai river
damage the habitat around.
Ethics is required in doing business.
Working in the new economy
Careers Shamrock’s three leaves :
Core workers.
Contract workers.
Part- time workers
Organizations in the New
Workplace Critical Survival skills
Mastery
Contacts
Entrepreneurship
Love of technology
Marketing
Passion for renewal
Organizations in the New
Workplace Organization Definition A collection of people working together to achieve a common
purpose.
Organizations provide useful goods or services that return value to
society and satisfy customer needs.
Organizations in the New
Workplace Organization as Systems Open system
Composed many related parts
Interact with their environments
Input Output (goods and services)
Environmental feedback
Organizations in the New
Workplace Organizational Performance Value creation
Adds value to the original cost of resource inputs
Businesses earn a profit.
Nonprofit organizations add wealth to society.
Organizations in the New
Workplace Organizational Performance Productivity
Performance effectiveness
Performance efficiency
Organizations in the New
Workplace Organizational Performance Productivity and the dimensions of organizational performance
Organizations in the New
Workplace Changing Nature of Organizations Belief in human capital
Demise of “command-and-control”
Emphasis on teamwork
Preeminence of technology
Embrace of networking
New workforce expectations
Concern for work-life balance
Focus on speed
Manager in the New Workplace
What is a manager?
A manager = Person who supports and is responsible for the work of others.
Team
leader
Department
head
Dean
President
ect. ….
Manager in the New Workplace
Level of managers
Top managers
Midle Managers
Project managers
Team leaders
Supervisors
Manager in the New Workplace
Level of managers
Top manager: - Responsible for performance of an organization as a whole or
for one of its larger parts. - Pay special attention to the external environment, are alert to potential long-run problems and opportunities.
-Scan the environment, create and communicate with the organization’s purpose and mission. - Ex: Chief executive officer (CEO), president, vice president, etc…
Manager in the New Workplace
Level of managers
Middle managers: -Oversee the work of large departments or division. -Work with top managers & coordinate with peers to develop and implement action plans to accomplish organizational
objectives. - Ex: clinic directors in hospital, branch sales managers in business.
Project managers: coordinates complex projects with task
deadlines
Manager in the New Workplace
Level of managers
Team leader/ Supervisor -Report to middle managers and directly supervise non-managerial workers - Ex: leader of an technical team
- Ensure their work teams or units meet performance objectives that are consistent with higher-level organization goals.
Manager in the New Workplace
Level of managers
Line managers: directly contribute the production of the organization’s basic G&S
Staff managers: use special technical expertise to advise and support line workers
General managers: are responsible for complex multi-functional units.
Functional managers: are responsible for one area is activity, such as finance, marketing ect…
Administrator: a manager in a public or nonprofit organization.
Manager in the New Workplace
Managerial Performance
Accountability:: the requirement to show performance results to a supervisor.
Quality of work life: The overall quality of human experiences in the workplace
Manager in the New Workplace
Managerial Performance Quality of work life (QWL) An indicator of the overall quality of human experiences in
the workplace.
QWL indicators:
▪ Fair pay
▪ Safe working conditions
▪ Opportunities to learn and use new skills
▪ Room to grow and progress in a career
▪ Protection of individual rights
▪ Pride in work itself and in the organization
Manager in the New Workplace
Managerial Performance High performing managers …
Are well informed of their team’s needs.
Work alongside those they supervise.
Provide advice and develop support for their team.
Help their people perform to the best of their abilities.
Manager in the New Workplace Managerial Performance The organization viewed as an upside-down pyramid
The Management Process Functions Of Management
Best utilizing its human and material resources High
performance
Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish
performance goals.
All managers are responsible for the four functions.
The functions are carried on continually.
The Management Process Functions Of Management
PLANNING
Identify desired results and ways to achieve them
Set performance objectives & actions that
should be taken
The Management Process Functions Of Management
ORGANIZING
Turn plans into actions
Assigning tasks, allocating resources,
coordinating activities of individuals and groups
The Management Process Functions Of Management
LEADING
Arousing people's enthusiasm to work hard,
inspiring their efforts to fulfill plans & accomplish
objectives
Build a commitment to a common vision,
encourage activities supporting goals, influence
others to do their best work
The Management Process Functions Of Management
CONTROLLING
Measuring work performance
Maintain active contact with people,
comparing results to objectives, gather &
interpret reports, plan corrective action &
change
The Management Process Functions Of Management
The case of Ernst & Young
Retention of firm's female professionals
Reduce the turnover rate of women
Office of Retention headed by a woman
Women's Access Program
Improve work-life balance, "call-free holidays", "travel sanity" programs
Compare results with objectives
The Management Process Managerial Activities and Roles
Henry Mintzberg - Academic and author
on business & management
Managerial roles:
Interpersonal roles
Informational roles
Decisional roles
The Management Process Managerial Agendas & Networking
Agenda setting
Develop action priorities
Incomplete & loosely connected at first, more specific as information is continually gleaned
Be kept in mind, be "played out" whenever an opportunity arises.
The Management Process Managerial Agendas & Networking
Networking
Building & maintaining positive relationships w people
Implement agendas
Indispensable to managerial success in today's complex work environments.
Learning How to Manage
Lifelong learning – process or continuously learning from daily experience and opportunities
Learning How to Manage Essential Managerial Skills
A Skill?
3 categories of essential skills
Technical skills
Human Skills
Conceptual Skills
Learning How to Manage Essential Managerial Skills
Technical skills
The ability to use expertise to perform a task with proficiency
Formal education, training & job experience
Important at career entry levels
Learning How to Manage Essential Managerial Skills
Human skills
The ability to work well in cooperation with other people
Spirit of trust, enthusiasm & interpersonal relationships
Important across all the managerial levels
Main component: Emotional intelligence
Learning How to Manage Essential Managerial Skills
Human skills
Emotional intelligence
1) Self-awareness—understanding moods and emotions
2) Self-regulation—thinking before acting; controlling disruptive impulses
3) Motivation—working hard and persevering
4) Empathy—understanding the emotions of others
5) Social skills—gaining rapport and building good relationships
Learning How to Manage Essential Managerial Skills
Conceptual skills
The ability to think analytically and solve complex problems
Help to deal with ambiguous issues involved many complications and longer-term consequences
Relatively important for top managers
Learning How to Manage Skill & Outcome Assessment
Managerial competency: skill- based capability that contributes to high performance in management
Key personal features for managerial success:
Communication
Teamwork
Self-Management
Leadership
Critical thinking
Professionalism
Appendix
Management 8th edition: Personal Management Edition – John
R.Schermerhorn, JR.
Exploring Management 3rd edition – John R.Schermerhorn, JR.