Post on 21-Dec-2015
Chapter 1Innovative Management for a Changing World
• Innovation is the new imperative• Organizations cannot survive long-term without
innovation• Companies like Facebook and Google are always
investing in new ideas• Innovation should be a part of products,
processes, people, and values
Why Innovative Management Matters
2Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved.
Management is the attainment of organizational goals in an effective and efficient manner through
planning, organizing, leading, and controlling organizational resources
Managers get things done through the organization
Create right systems and environment
Organizations need good managers
The Definition of Management
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 3
1.1 What Do Managers Do?
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 4
1.2 The Process of Management
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 5
Any others?
• An organization is a social entity that is goal directed and deliberately structured
• Organizational effectiveness – providing a product or service that customers value
• Organizational efficiency refers to the amount of resources used to achieve an organizational goal
Organizational Performance
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 6
• Three categories of skills: conceptual, human, technical
• The degree of the skills may vary but all managers must possess these skills
• The application of management skills change as managers move up the hierarchy
Management Skills
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 7
1.3 Relationship ofSkills to Management
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 8
• Missteps and unethical behavior have been in the news
• During turbulent times, managers must apply their skills
• Common management failures:– Not listening to customers– Misinterpreting signals from marketplace– Not building teams– Inability to execute strategies– Failure to comprehend and adapt to change– Poor communication and interpersonal skills
When Skills Fail
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 9
1.4 Top Causes of Manager Failure
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 10
• Top managers are responsible for the entire organization
• Middle managers are responsible for business units
• First-line managers are responsible for production of goods and services
Management Types: Vertical
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 11
• Functional Managers are responsible for departments that perform specific tasks
• General Managers are responsible for several departments
Management Types: Horizontal
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 12
1.5 Management Levels
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 13
• Organizations often promote star performers to management
• Becoming a manager is a transformation– Move from being a doer to a coordinator
• Many new managers expect more freedom to make changes
• Successful managers build teams and networks• Many make the transformation “trial by fire”
Making The Leap: Becoming A New Manager
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 14
1.6 From Individual Performer to Manager
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 15
The increased workload
The challenge of supervising former peers
The headache of responsibility for other people
Being caught in the middle
Dealing with ambiguity…”Shades of Grey”
o You Really Want to Be A Manager?
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 16
Adventures in multitasking– Activity characterized by variety, fragmentation, and
brevity– Less than nine minutes on most activities– Managers shift gears quickly
Life on speed dial– Work at unrelenting pace– Interrupted by disturbances– Always working (catching up)
Manager Activities
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 17
Ten Manager Roles
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 18
Informational Monitor Disseminator Spokesperson
Interpersonal Figurehead Leader Liaison
Decisional
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
• Manager roles are important to understand but they are not discrete activities
• Management can’t be practiced as independent parts
• Managers need time to plan and think
Manager Roles
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 19
1.8 Hierarchical Levels and Importance of Roles
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 20
Small businesses are growing– Inadequate management skills is a threat– The roles for small business managers differ– Entrepreneurs must promote the business
Nonprofits need management talent– Apply the four functions of management to make social
impact– More focus on costs– Need to measure intangibles like “improving public
health”
Managing in Small Business and Nonprofit Organizations
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 21
• Rapid environmental shifts:– Technology– Globalization– Shifting social values
• In the new workplace, work is free-flowing and flexible
Innovative Management forthe New Workplace
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 22
1.9 Transition to a New Workplace
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 23
• Collaboration across functions, levels, customers, and companies
• Experimentation and learning are key values
• Knowledge and information sharing
New Management Competencies
Copyright ©2012 by South-Western, a division of Cengage Learning. All rights reserved. 24
More challenges and changes are on the horizon! This is an exciting time in management.