Chapter 1 Innovative Management for a Changing World.

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?


1.2 The Process of Management


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


• 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


1.3 Relationship ofSkills to Management


• 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


1.4 Top Causes of Manager Failure


• 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


• Functional Managers are responsible for departments that perform specific tasks

• General Managers are responsible for several departments

Management Types: Horizontal


1.5 Management Levels


• 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


1.6 From Individual Performer to Manager


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?


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


Ten Manager Roles


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


1.8 Hierarchical Levels and Importance of Roles


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


• Rapid environmental shifts:– Technology– Globalization– Shifting social values

• In the new workplace, work is free-flowing and flexible

Innovative Management forthe New Workplace


1.9 Transition to a New Workplace


• Collaboration across functions, levels, customers, and companies

• Experimentation and learning are key values

• Knowledge and information sharing

New Management Competencies


More challenges and changes are on the horizon! This is an exciting time in management.

Chapter 1 Innovative Management for a Changing World.

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Transcript of Chapter 1 Innovative Management for a Changing World.