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Managing in the 21st Century

Managing in the 21st Century. Chapter Objectives. Explain the management process, including what managers do Describe the changing role for managers Describe why the “people side” of management is important Outline current forces creating turbulence and change for organizations and managers

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Managing in the 21st Century

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  1. Managing in the 21st Century Chapter 1

  2. Chapter Objectives • Explain the management process, including what managers do • Describe the changing role for managers • Describe why the “people side” of management is important • Outline current forces creating turbulence and change for organizations and managers • Discuss the main trends in how modern organizations are changing and managed Chapter 1

  3. Important Concepts Management The Organization A Manager Chapter 1

  4. Planning Leading The Process of Management Controlling Organizing Chapter 1

  5. Types of Managers Organizational Level Position Functional Title • President • Vice President • CFO • Production Manager • Sales Manager • HR Manager • Production Supervisor • Regional Sales Manager • Chief Bookkeeper Top Managers Middle Managers First-Line Managers Executives Managers or Directors Supervisors Chapter 1

  6. Concerns of Canadian CEOs • Key issue: people • Other major concerns: • Staffing • Recruitment • Retraining • How to create and sustain employee morale Chapter 1

  7. “Speed” Brutally honest Constantly focusing company’s and employees’ attention Younger and richer Comfortable with ambiguity & speed Monitors market trends and competitors The e-CEO Chapter 1

  8. The Roles of Management Figurehead Leader Liaison Spokesperson Negotiator Chapter 1

  9. What has the Attention of CEOs? ACTION TAKEN ALL CEOs U.S. AND CANADA EUROPE AND ASIA Setting vision and strategy Exploring M & As Reshaping corporate culture and employee behaviour Monitoring corporate financial information 66% 51% 47% 45% 67% 51% 48% 47% 65% 51% 45% 43% Chapter 1

  10. Renewal Three Processesfor Promoting Change Entrepreneurial Competence- Building Chapter 1

  11. Managing the Renewal Process Canadian executives are falling behind: • Many fail to see e-commerce or the Internet worthy of strategic initiative • Many predict that the economy will be heavily dependent on the Web Chapter 1

  12. The People Side of Management Management Function The Leadership Side of Management • Getting department heads to work together • Working with small groups of employees • Dealing with inter-departmental conflicts • Dealing with power and politics • Expediting communication • Understanding personal motivation and skills • Influencing behaviour of subordinates • Correcting employee control problems • Encouraging employees to change Planning Organizing Controlling Chapter 1

  13. Successful Managers Personality and Interests Competencies Achievements Chapter 1

  14. Technology Globalization Deregulation Competition and Change Political Change Category Killers Global Workforce Human Capital Cross Cultural Management Issues Chapter 1

  15. ABB Asea Brown Boveri The Modern Organization The Future is Now Cisco Systems Saturn Corporation Chapter 1

  16. Technological Innovation Globalization Uncertainty Turbulence Change Responsive Adaptive Fast Forces Are Creating Companies Must Be Deregulation Demographic Changes Political Changes Fundamental Changes Facing Management Chapter 1

  17. Smaller units Team-based organizations Empowerment Flatter structures New power bases Vision and values Knowledge-based organizations Agents of change Leadership E-commerce The New Management Chapter 1

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