Introduction:The Dynamic New Workplace

Planning Ahead

The major study questions:What are organizations like in the new

workplace?Who are managers and what do they do?What is the management process?What are the challenges ahead?

Case preview – Coca Cola

Organizations and the New Workplace

Organizations combine the talents of

their employees to achieve unique and significant results

Organizations and the New WorkplaceIndividuals depend on organizations to

provide gainful employment good organizations make the best employers

Exercise

Make a list of the behavioral attributes of the best and worse boss you have ever had; or would like to work for Summer jobs; part-time work etc

Share your list with a neighbour; make a master list and include why you feel these attributes are acceptable or unacceptable

Be prepared to share with the class

Organizations and the New Workplace

People are the the ultimate

foundations of organizational performance

represent intellectual capital

are indispensable in creating long-term success

Organizations and the New Workplace What is an Organization?

A collection of people working together to achieve a common purpose

Members are able to accomplish more than they would individually

Organizations and the New WorkplaceWhat is an Organization?

The purpose is to produce goods and/or services that satisfy the needs of customers

Quality products and customer satisfaction are sources of organizational strength and performance advantage

Resource Inputs

PeopleMoneyMaterialsTechnologyInformation

Product Outputs

Finished goods and/or services

Transformation process

Workflows turn resources

Into outputs

Consumer feedback

Organizations and the New Workplace

Organizations as Systems A system is a collection of interrelated parts that

function together to achieve a common purpose organizations are open systems that interact with their

environments organizations transform resource inputs into product

outputs (goods and services) feedback from the environment tells an organization how

well it is meeting the needs of customers and society

Organizations and the New WorkplaceProductivity and Organizational

Performance Value-added

if an organization can add value to the original cost of resource inputs it can:

• earn a profit• add wealth to society

Organizations and the New WorkplaceProductivity and Organizational

Performance Performance effectiveness

measure of task output or goal accomplishment direct line to ultimate customer service and

satisfaction Performance efficiency

measure of the resource cost associated with goal accomplishment

measure of outputs realized compared to inputs consumed

Productivity & the Dimension of Organizational Performance

Goal

Attainment

High

Effective but not EfficientGoals achievedResources wasted

Effective & EfficientGoals achievedResources well utilizedHigh productivity

Low

Neither Effective nor EfficientGoals not achieved Resources wasted

Efficient but not EffectiveGoals not achievedNo wasted resources

Poor Good

Resource Utilization

Organizations and the New WorkplaceChanging Nature of Organizations

Quality is a strong productivity theme total quality management (TQM) is managing with

an organizationwide commitment to • continuous improvement• completely meeting customers’ needs

Change is an important aspect of organizations Technology

• virtual organizations operate with the support of extensive computer networks

• allows people to work across large geographical distances

Organizations and the New WorkplaceChanging Nature of Organizations (con’t)

Cross-functional task forces• employees who work in different parts of an organization

meet to share problem-solving expertise and coordinate operations

Formative Exercise – Ferrari

Read the brief exercise on Ferrari and answer the questions that follow

Managers and the New Workplace

A Manager is someone in an organization who is responsible for the work performance of one or more employees ex. supervisor, team

leader, division head, administrator, project director

Managers and the New Workplace

Essential Human Resources are employees that report to managers ex. direct reports, team

members, subordinates

Managers and the New Workplace

A Managers’ key responsibility is to help an organization achieve high performance by utilizing human and material resources

Management is the process consisting of planning organizing leading controlling

Managers and the New Workplace

Types of Managers Top managers

ensure that major performance objectives are established and accomplished in accordance with an organization’s purpose

responsible for performance of an organization as a whole or one of its significant parts

ex. CEO, COO, president, vice president

Managers and the New Workplace

Types of Managers (con’t) Middle managers

report to top managers in charge of relatively large departments or divisions implement complex projects that require the

participation of persons from different parts of organizations

ex. Plant managers, division managers, branch sales managers, clinic directors, deans

Managers and the New Workplace

Types of Managers (con’t) First-line managers

in charge of a smaller work unit composed of nonmanagerial workers

ensure that their work team or unit meets performance objectives that are consistent with plans of middle and top management

ex. team leader, supervisor, department head, unit manager

Managers and the New Workplace

Types of Managers (con’t)Managers work in different capacities

within organizations Line managers are responsible for work activities that

directly affect an organization’s outputs Staff managers use technical expertise to advise and

support the efforts of line workers Functional managers are responsible for a single area

of activity General managers are responsible for more complex

units that include many functional areas Administrators typically work in nonprofit organizations

Managers and the New Workplace

Accountability and Managerial Performance Managers set the conditions through which individuals

and groups contribute to organizational productivity Accountability is the requirement of one person to

answer to a higher authority and show the results that were achieved for assigned duties

Managers fulfill performance accountability while achieving high performance outcomes and high levels of job satisfactions

Managers and the New Workplace

Accountability and Managerial Performance Quality of Work Life (QWL) - an indicator of

overall quality of human experience 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

Four Functions of Management

PlanningSetting

performance objectives and

deciding how to achieve them

OrganizingArranging tasks, people, and other

resourcesto accomplish the

work

LeadingInspiring people to work

hard to achieve high performance

ControllingMeasuring

performanceand taking action to

ensure desired results

The ManagementProcess

The Management Process

Managerial Activities and Roles Interpersonal roles - interactions with persons

inside and outside the work unit (figurehead) Informational roles - involve the giving,

receiving and analyzing of information (monitor) Decisional roles - involve using information to

make decisions to solve problems or address opportunities (Negotiator)

The Management Process

Managerial Activities and Roles Managers work:

long hours at an intense pace at fragmented and

varied tasks largely through

interpersonal relationships

The Management Process

Managerial Agendas and Networks Agenda setting -

develop action priorities for their jobs include goals and plans that span long and short time

frames general in the beginning but become more specific

The Management Process

Managerial Agendas and Networks Networking

process of building and maintaining positive relationships with people

The Management Process

Managerial Skills and Competencies Skill - ability to translate knowledge into action that

results in desired performance technical - special proficiency or expertise human - work well with others conceptual - ability to view situations broadly and to solve

problems Managerial Competency - skill or personal characteristic

that contributes to high performance in a management job that includes

the management process the manager’s roles

Strategic Scenario It is no longer safe to assume that large businesses or

institutions will exist tomorrow; changing times exact the best from strategic planners1. Using the following list of companies and institutions,

brainstorm (in pairs) a situation the company may be facing (or is soon to face) and what can be done to stop it

2. Estimate the probability of the scenario happening

3. Develop your own research strategy that will enable the organization to successfully deal with it McDonalds; Wendy’s Petro Canada; Royal Dutch Shell Microsoft; Apple; RIM Public Radio; Public TV; Public Libraries Ford; GM; Honda

Summative Assessment Case #1

Read the Saturn Case on the share drive and answer the 3 questions that follow.

Make sure you fully explain your answers with support from the article and the companies website.