Chapter 1: The Dynamic New Workplace

1. Chapter 1:The Dynamic New Workplace BOH4MI: Management Fundamentals

2. Discussion Question What challenges do you believe businesses face in today’s society?

3. Day 1 - 21st Century Workplace The 21st century has brought with it a new workplace, one in which; • Organizations must adapt to rapidly changing society with constantly shifting demands and opportunities • Economy is global and driven by innovation and technology • High performing companies gain extraordinary results from people working for them. The best employers, value people! • The economy is knowledge based, success is forged in workplaces that are continually being reinvented to unlock the great potential of human intelligence

4. What are the challenges of working in the new economy? 1. ___________________ • People; what they know, what they learn, and what they do with it, are the ultimate foundations of organizational performance • ___________________ is the collective brainpower or shared knowledge of a workforce that can be used to create value • A ___________________ is someone whose mind is a critical asset to employers and who adds to the intellectual capital of an organization Intellectual Capital Intellectual Capital Knowledge Worker

5. What are the challenges of working in the new economy? 2. _______________ • National boundaries of world business have largely disappeared • People and countries are increasingly interconnected through the news, travel, labour markets and employment patterns, and in business dealings • _________________ is the worldwide interdependence of resource flows, product markets, and business competition that characterize the new economy Globalization Globalization

6. What are the challenges of working in the new economy? Technology 3. _______________ • Continuing transformation of the modern workplace through: • The Internet • World Wide Web • Computers • Information technology • Increasing demand for knowledge workers with the skills to fully utilize technology • Computer literacy must be mastered and continually updated

7. What are the challenges of working in the new economy? 4. ___________ • ___________________describes differences in gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness among workers • A diverse and multicultural workforce both challenges and offers opportunities to employers • By valuing diversity, organizations can tap a rich talent pool and help everyone work to their full potential Diversity Workforce Diversity

8. What are the challenges of working in the new economy? 4.Diversity Continued • Even though progress in valuing diversity continues to be made, lingering inequalities still remain in the workplace • ________________ is the holding of negative, irrational attitudes regarding members of diverse populations – sets the stage for bias • Prejudice turns to ___________________ when minority members are unfairly treated and denied the full benefits of organizational membership • A subtle form of discrimination is the ______________________, and invisible barrier or “ceiling” that prevents women and minorities from rising above a certain level of organizational responsibility Prejudice Discrimination Glass Ceiling Effect

9. What are the challenges of working in the new economy? 5. ___________ • Ethics is defined as a code of moral principles that sets standards of what is “good” and “right” as opposed to “bad” and “wrong” in the conduct of a person or group • Society requires businesses to operate according to high moral standards • Corporations, by law, are required to have an elected Board of Directors to represent the best interests of the shareholders • One issue raised by recent business ethics failures is the role of _______________________, the active oversight of management decisions and company actions by the Board of Directors • Emphasis today on restoring the strength of corporate governance – the expectation is that boards will hold management accountable for ethical and socially responsible behaviour Ethics Corporate Governance

10. What are the challenges of working in the new economy? Careers 6. _____________ • The typical career of 21st century won’t be uniformly full-time and limited to a single large employer. It is more likely to involve changing jobs and employers over time • Skills must be portable and always of current value • Skills are not gained once and then forgotten; they must be carefully maintained and upgraded One Week Job

11. Day 1 - Assigned Work • Read Workopolis.Com on pg. 3 • Why do you believe that Workopolis has experienced success in the new economy? Provide a minimum of 2 reasons. • Name another organization that you feel has been successful in the new economy. Why do you think they have experienced success? • Which of the 6 challenges do you believe creates the greatest challenge for employees to overcome? For employers to overcome? And why?

12. Discussion Question In your opinion, what do you believe the role of a manager is?

13. Day 2 - Critical Survival Skills for the New Workplace Below are a list of skills that you should acquire in order to work well in the organizations of today … and tomorrow; • _____________ - you need to be good at something. You need to be able to contribute something of value to your employer • _________________ - you need to know people; links with peers and others within and outside of the organization are essential • _________________ - you must act as if you are running your own business; spotting ideas and opportunities, and stepping out to embrace them Mastery Contacts/Network Entrepreneurship

14. Critical Survival Skills for the New Workplace • _______________________ - you have to understand and utilize technology effectively • ________________ - you need to be able to communicate your successes and progress; both yours personally and those of your work group • _______________________ - you need to be continuously learning and changing, always updating yourself to best meet future demands Embrace Technology Marketing Passion for Renewal

15. What is an Organization? • An ________________ is a collection of people working together to achieve a common purpose • It is a unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment • All organizations share a broad purpose - providing useful goods and/or services that return value to society and satisfy customer needs Organization

16. Organizations as Systems • Organizations are systems composed of interrelated parts that function together to achieve a common purpose • They are _________________, that interact with their environments in the continual process of transforming resource inputs into product outputs in the form of finished goods/services • The external environment is a critical element in the open system, as it a supplier of _____________ and the source of _________________ • Environmental feedback tells organization how well it is meeting the needs of customers and society. Open Systems Resources Customers

17. Organizations as Open Systems

18. Organizational Performance • For an organization to perform well, resources must be well utilized and customers well served • ___________ is created when an organization’s operations adds value to the original cost of resource inputs • When value creation occurs; • Businesses earn a profit • Nonprofit organizations add wealth to society • Provide a public service that is worth more than its cost (E.g. fire protection in a community) Value

19. Organizational Performance • The best organizations measure their performance in a variety of ways and on a constant basis • A common measure of overall performance is ________________ - the quantity and quality of work performance, relative to the resources used • ________________________ is an output measure of task or goal accomplishment • E.g. if you work in the manufacturing area of Dell Computers, performance effectiveness may mean that you meet a daily production target in terms of quantity and quality of keyboards assembled • ________________________ is an input measure of the resource costs associated with goal accomplishment • The most efficient production is accomplished at a minimum cost in materials and labour Productivity Performance Effectiveness Performance Efficiency

20. Productivity and the Dimensions of Organizational Performance

21. Changing Nature of Organizations Workplace changes that provide a context for studying management … • _________________________ – need to fully utilize the knowledge, experience and commitment of all members • ____________________________________ - traditional hierarchy structure are proving too slow, conservative and costly to thrive in today’s economy • ____________________________– today’s organizations are less vertical and more horizontal • ____________________________ – new opportunities appear with each new IT development and continually change the way organizations operate and how people work Belief in Human Capital Demise of “Command and Control” Emphasis on Teamwork Pre-Eminence of Technology

22. Changing Nature of Organizations • _______________________ – organizations are networked for intense real time communication and coordination; both internally and externally • _____________________________ – a new generation of workers brings less tolerance for hierarchy, more informality and more attention to performance as opposed to status and seniority • ____________________________ – workers are forcing organizations to pay more attention to balance in the often conflicting demands of work and personal affairs • _________________– those companies that get products to the market first have an advantage, and in any organization work is expected to be both well done and timely Embrace of Networking New Workforce Expectations Concern for Work-Life Balance Focus on Speed

23. Changing Nature of Organizations • Organizations that fail to listen to their customers and fail to deliver quality goods and services at reasonable prices will be left struggling in a highly competitive environment • Companies that implement the concept of _______________________________ are managing with an organization-wide commitment to continuous improvement and meeting customer needs completely Total Quality Management (TQM)

24. Managers in the New Workforce • Organizations perform better when they treat their members better • _______________________ treat employees as costs to be reduced • High performing organizations treat people as valuable strategic assets • It is a managers role to ensure that their employees are treated as strategic assets “Toxic Workplaces”

25. What is a Manager? Manager • A _______________ is a person in an organization who supports and is responsible for the work of others • A manager is responsible for the overall performance and accomplishments of a team, work group, department or even organization as a whole • The people who managers help (subordinates) are the ones whose tasks represent the real work of the organization • Every manager’s job entails a key responsibility - ____________________________________________ to help other people achieve high performance

26. Levels of Managers • _______________ are responsible for performance of an organization as a whole or for one of its larger parts. Including CEOs, Presidents, VPs, etc. • Pay special attention to the external environment, are alert to potential long run problems and develop strategies for dealing with them • _________________ are in charge of relatively large departments or divisions • Work with top management and coordinate with peers to develop and implement action plans to accomplish organizational objectives Top Managers Middle Managers

27. Levels of Managers • An example of middle management is a ___________________; someone who coordinate complex projects with task deadlines • ___________________________ are in charge of a small work group of non-managerial workers • Often called first line managers • Team leaders or supervisors ensure that their work teams or units meet performance objectives that are consistent with the plans of middle and top management. Project Manager Team Leaders/Supervisors

28. Responsibilities of Team Leaders • Plan meetings and work schedules • Clarify goals and tasks, and gather ideas for improvement • Appraise performance and counsel team members • Recommend pay raises and new assignments • Recruit, develop, and train team members

29. Responsibilities of Team Leaders • Encourage high performance and teamwork • Inform team members about organizational goals and expectations • Inform higher levels of team needs and accomplishments • Coordinate with others teams and support the rest of the organization

30. Types of Managers • __________________ directly contribute to the production of the organization’s goods or services • __________________ use technical expertise to advise and support the efforts of line workers • ____________________ are responsible for a single area of activity, such as marketing, accounting, sales, etc. • ___________________ are responsible for more complex units that include many functional areas • ____________________ work in public and nonprofit organizations Line Managers Staff Managers Functional Managers General Managers Administrators

31. Managerial Performance • ___________________ is the requirement of one person to answer to a higher authority for relevant performance results • The team leader is accountable to middle managers, middle managers are accountable to top manages and top managers are accountable to a board of directors • Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work Accountability

32. Managerial Performance • ___________________________ is an indicator of the overall quality of human experiences in the workplace • A high QWL offers; • 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 • Part of any manager’s accountability is to achieve high performance outcomes while maintaining a high QWL environment Quality of Work Life (QWL)

33. Changing Nature of Managerial Work • The work managers perform is less directive and more supportive than in the past and can often be found working alongside those they supervise • High performing managers … • Build working relationships with others • Help others develop their skills and performance competencies • Foster teamwork • Create a work environment that is performance-driven and provides satisfaction for workers

34. Changing Nature of Managerial Work • The organization can be viewed as an ________________________ where; • Each individual is a value-added worker • A manager’s job is to support workers’ efforts • The best managers are known for helping and supporting Upside-Down Pyramid

35. The Organization: An Upside-Down Pyramid

36. Based on the definition of an organization, do you believe St. David could be classified as an organization? Why or why not? Answer Question 17 on page 30 Take SelfAssessment 1:A 21st Century Manager on page W-77 Day 2 – Assigned Work

37. Discussion Question As a manager, do you feel it is more important to have strong people skills or strong technical skills?

38. Day 3 - The Management Process • __________________ 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 Management

39. The Four Functions of Management • ________________ is the process of setting objectives and determining what actions should be taken to accomplish them • Managers identify desired results and ways to achieve them • ________________ is the process of assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans • Managers turn plans into actions by defining jobs, assigning personnel, and supporting them with technology and other resources Planning Organizing

40. The Four Functions of Management • _____________ is the process of arousing people’s enthusiasm to work hard and direct their efforts to fulfill plans and accomplish objectives • Managers build commitment to a common vision, encourage activities that support goals and influence others to do their best work on behalf of the Org. • _________________ is the process of measuring work performance, comparing results to objectives, and taking corrective action as needed • Managers maintain active contact with people, gather and interpret reports on performance and use this info to plan action and change Leading Controlling

41. The Four Functions of Management

42. Managerial Activities & Roles • The roles of a manager involve managing information, people and actions. Three broad roles exist; • ________________________ • Involve interactions with persons inside and outside the work unit • ________________________ • Involve giving, receiving, and analyzing of information • ________________________ • Involve using information to make decisions in order to solve problems or address opportunities Interpersonal Roles Informational Roles Decisional Roles

43. Characteristics of Managerial Work Managers work … • Long hours • At an intense pace • At fragmented and varied tasks • With many communication media • Largely through interpersonal relationships

44. Managerial Agendas and Networking Two activities critical to managerial success are … • _______________________ • Develop action priorities that include goals and plans, both long and short term • Good managers implement their agendas by working with a variety of people, both inside and outside the organization • _____________________ • Process of building and maintaining positive relationships with people whose help may be needed to implement one’s work agendas Agenda Setting Networking

45. Essential Managerial Skills • A __________ is the ability to translate knowledge into action that results in desired performance • Essential skills of managers have been grouped in three categories; • _______________________ — the ability to apply a special proficiency or expertise to perform particular tasks • These skills are initially acquired through formal education, and further developed through training and job experience Skill Technical Skills

46. Essential Managerial Skills EI Video • _______________________ — the ability to work well in cooperation with others • An important component is ________________________ - the ability to manage ourselves and our relationships effectively • _______________________ — the ability to think critically and analytically to solve complex problems • Involves the capacity to break problems into smaller parts, to see the relation between those parts and recognize the implication of one problem on another Human Skills Emotional Intelligence (EI) Conceptual Skills

47. Katz’s Essential Managerial Skills

48. Skill & Outcome Assessment • _______________________ is a skill-based capability that contributes to high performance in a management job • Some of the skills and personal characteristics believed to lead to managerial success are; • Communication • Teamwork • Self-Management • Leadership • Critical Thinking • Professionalism Managerial Competency

49. Day 3 – Assigned Work • As a shift supervisor at Tim Hortons, which essential managerial skill do you believe would be the most important to possess; conceptual, human or technical? Why? • MC Questions # 1 – 15, pg. 29 – 30 • Take SelfAssessment 2:Emotional Intelligence, pg. W-78