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21 st Century Management:

Issues that are keeping researchers busy and managers harried. 21 st Century Management:. Wayne Smith, Ph.D. wayne.smith@csun.edu Department of Management. The Shrinking “Middle” Class. The Rise of the “Independent Contractor”. Genetic Testing. Complexity. Organizational Complexity.

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21 st Century Management:

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  1. Issues that are keeping researchers busy and managers harried 21st Century Management: Wayne Smith, Ph.D. wayne.smith@csun.edu Department of Management

  2. The Shrinking “Middle” Class

  3. The Rise of the “Independent Contractor”

  4. Genetic Testing

  5. Complexity

  6. Organizational Complexity • Birkenshaw, J., and Heywood, S. (2009), “Too Big to Manage?”, Wall Street Journal (MIT special section), Oct. 26, p. R3 • Are some companies simply too complex to be run effectively? • Types of Complexity • Dysfunctional • Creeps into companies over time, perpetual practices • Designed • Expecting the benefits of complexity to outweigh costs • Inherent • The rules that exist when everything else is automated • Imposed • Largely beyond the control of the organization

  7. “Mindfulness”

  8. Organizational Psychology • Rock, D. (2009), “Managing with the Brain in Mind”, Strategy+Business, Issue 56. Autumn. • “Neuroscience research is revealing the social nature of the high-performance” workplace.” • http://www.strategy-business.com/article/09306?gko=5df7f&cid=enews2009 • Functional MRI (physiological) leading to a SCARF (psychological) model • Status and its discontents • A Craving for certainty • The Autonomy factor • Relating to relatedness • Playing for Fairness

  9. Organizational Productivity • Zeldes, N. (2009), “Infoglut: It’s the Disease of the New Millennium. How do we Treat It?”, IEEE Spectrum, Oct. • From “plan-driven” to “interrupt-driven” (Mark) • An interruption occurs approximately every 3 minutes • It takes 1 minute to “get back to where you were” for each interruption • Attention Deficit Trail (Hallowell) • Interruptions degrade accuracy, judgment, creativity, and effective management • What is “quality” or “creative” time? • Can it be expressly designed into professional life?

  10. We are all Technology Managers now

  11. Measurement of Performance:Psychology (of Individuals) or Sociology (or Networks)

  12. Replicating Organizational Success

  13. Organizations and Culture • Gittell, Jody. (2003), The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance, New York: McGraw-Hill. • Can an organization have a distinctive set of organizational practices? • “Relational Coordination” • Leadership credibility (care about workers) • Investment in front-line supervision • Selection and training based on “relational competence” (teams) • Proactive conflict resolution based on mutual understanding • Efforts to bridge work and family • Identification and use of “boundary spanners” (operations agents) • Performance measurement that focuses on processes (not blame) • Maintenance of job flexibility by minimizing work rules • Treatment of Unions as partners, not adversaries • Cultivation of solid relationships with suppliers • Can other airlines (or other organizations) replicate SouthWest’s success?

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