Management Information System

Fundamentals of
Management and
Business Module
The Dynamic New
Workplace
Lesson 1
The Dynamic New Workplace
Working in the New Economy

• What are the challenges of working in the new economy?

Organizations in the New Workplace

• What are organizations like in the new workplace?

Managers in the New Workplace

• Who are managers and what do they do?

The Management Process

• What is the management process?

Learning How to Manage

• How do you learn the essential managerial skills and competencies?

Working in the new economy
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.

Intellectual capital is the intangible value of a business,

covering its people (human capital), the value relating to its
relationships (relational capital), and everything that is left
when the employees go home (structural capital), of which
intellectual property (IP) is but one component.
Working in the new economy
Globalization
Globalization: the worldwide interdependence of resource flows,
product market and business competition.
Working in the new economy
Globalization
Not only in trade but also manufacture
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.

A free trade agreement (FTA) or treaty is a multinational

agreement according to international law to form a free-trade
area between the cooperating states.
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
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 forrenewal
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 relatedparts
Interact with theirenvironments
Input  Output (goods and services)
Environmental feedback
Organizations in the New
Workplace
Organization as Systems
Organization as an open system
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?
Dean
Team
leader

President

Department
head

ect. ….

A manager =Person who supports and is responsible

for the work of others.
Manager in the New Workplace
What is a manager?

1 manager ->10.75people
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
Functional managers: are responsible for one area is activity,
such as finance, marketing ect…
General managers: are responsible for complex multi-
functional units.
 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

Four functions
of
management
WHATTOACHIEVE?

WHATTODO???
 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 withobjectives
 The Management Process
Managerial Activities and Roles
Managerial roles:

Interpersonal roles

Informational roles

Decisional roles

Henry Mintzberg - Academic and author

on business & management
 The Management Process
Managerial Activities and Roles

Mintzberg’s 10 Managerial Roles.

 The Management Process
Managerial
Activities and Roles

Realities of
managerial work
 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
Lifelong learning –
Importance?

State Farm CEO

Edward B. Rust,Jr.
 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
 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
Essential Managerial Skills
 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.
“Thank you
for listening
”