01ManPrin Introduction SY11-12T3_v1

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    Organizations as Open Systems

    The EnvironmentThe EnvironmentSuppliesSupplies

    Resource

    InputsPeople

    Money

    Materials

    Technology

    Information

    The OrganizationThe OrganizationCreatesCreates

    Product

    OutputsFinished goods

    and/or services

    Work

    activities

    turn resources

    into outputs

    TransformationProcess

    Consumer FeedbackConsumer Feedback

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    Organizational Performance

    PersonalObjectives

    what I need to do

    StrategicInitiatives

    what we need to doOperations Plan

    how we implement

    Business Modelhow we are configured

    Strategyour game plan

    Visionwhat we want to be

    Core Valueswhat we believe in

    Missionwhy we exist

    PerformancePerformanceEffectivenessEffectiveness

    Output measureof task or goalaccomplishment

    PerformancePerformanceEfficiencyEfficiency

    Input measure ofresource cost ofgoal accomplishment

    ProductivityProductivity

    Quantity and quality

    of performanceconsidering resource

    Architectural

    level

    Money-earning

    logic

    Process

    Level

    Organization

    & Workflow

    Goal-setting

    level

    Source of

    Business

    Growth and

    Improvement

    Milestones

    Project

    Level

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    Changing Nature of Organizations

    Organizational Transitions relevant in our study:

    Belief in Human Capital

    Demise ofCommand-and-Control

    Emphasis on teamwork

    Pre-eminence of technology

    Embrace of networking

    New workforce expectationsConcern for work-life balance

    Focus on speed

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    Management: Introduction

    Working Today

    IntellectualCapital

    Globalization

    Technology

    Diversity

    Ethics

    Careers

    Organizations

    What is anorganization?

    Organizationsas systems

    Organizationalperformance

    Changingnature of

    organizations

    Managers

    Definition Levels

    Types

    Managerialperformance

    Changingnature ofmanagerial

    work

    Management

    Process Management

    functions

    Managerialactivities androles

    Managerialagenda and

    networking

    Learning howto manage Essential

    managementskills

    Skill andoutcomeassessment

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    Managers in the New Workplace

    An important distinguishing characteristicof high-performing organizations:

    Their managers dont consider peopleas costs to be controlledbut rather as valuable strategic assets

    to be carefully nurtured.

    Jeffrey Pfeifer and John F. Veiga

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    Four Perspectives of the Balanced Scorecard

    The Fundamental Questions

    Financial perspective

    Customer perspective

    Process perspective

    Learning perspective To achieve our vision, how will wesustain our ability to change and improve?

    To satisfy our shareholders and customers,what business processes must we excel at?

    To succeed financially, how should we appearto our shareholders?

    To achieve our vision, how should we appearto our customers?

    Cause and Effect HypothesisCause and Effect Hypothesis

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    Manager

    A person who supports

    and is responsible for

    the work of others

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    Managerial Levels

    Top Managers Responsible for the performance of anorganization as a whole or for one of itslarger parts

    Middle Managers Oversee the work of large departmentsor divisionsCoordinate with peers to developand implement action plans

    Team Leaders In charge of a small group of non-

    or Supervisors managerial workers

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    Managerial Levels

    Nine Responsibilities of Team Leaders

    1. Plan meetings and work schedules.

    2. Clarify goals and tasks, and gather ideas for improvement.

    3. Appraise performance and counsel team members.4. Recommend pay increases and new assignments.

    5. Recruit, train and develop team members.

    6. Encourage high performance and teamwork.

    7. Inform team members about organizational goals.

    8. Inform higher levels of team needs and accomplishments.

    9. Coordinate activities with other teams

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    Types ofManagers

    By ValueBy Value--Chain ActivityChain ActivityLine Managers directly contribute to the production

    of the basic goods and services

    Staff Managers advise and support line managerswith technical expertise

    By ScopeBy ScopeFunctional Managers are responsible for one area of activity

    (e.g. marketing, finance, production, etc.)

    General Managers are responsible for complex multi-functionalunits

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    Managerial Performance

    Performance

    Quality of Work Life (QWL)an indicator of the overall quality

    of human experiences in the workplace

    Work SatisfactionWork Satisfaction

    To managed team

    Performance ResultsPerformance Results

    AccountabilityAccountabilityrequirement of a manager

    to answer to a higher authorityfor performance results

    in his or her area of responsibility

    To higher authority

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    Changing Nature ofManagerial Work

    Customers and Clients

    Operating Workers

    Team Leaders and Managers

    TopManagers

    serveserve

    supportsupport

    supportsupport

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    Management: Introduction

    Working Today

    IntellectualCapital

    Globalization

    Technology

    Diversity

    Ethics

    Careers

    Organizations

    What is anorganization?

    Organizationsas systems

    Organizationalperformance

    Changingnature of

    organizations

    Managers

    Definition Levels

    Types

    Managerialperformance

    Changingnature ofmanagerial

    work

    Management

    Process Management

    functions

    Managerialactivities androles

    Managerialagenda and

    networking

    Learning howto manage Essential

    managementskills

    Skill andoutcomeassessment

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    Functions ofManagement

    TheManagement

    Process

    PlanningSetting performance objectivesDeciding how to achieve them

    Leadinginspiring people to work hardto achieve high performance

    OrganizingArranging tasks, people,

    and resources toaccomplish the work

    ControllingMeasuring performance

    and taking actionto ensure desired results

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    Managerial Roles

    Interpersonal RolesHow a manager interacts with other people

    Informational RolesHow a manager exchanges and processes information

    Decisional RolesHow a manager uses information to make decisions

    Manager

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    Agenda Setting and Networking

    Agenda SettingAgenda SettingDevelop action priorities (goals and plans)Develop action priorities (goals and plans)

    Begins incomplete and loosely connected

    Becomes more specific as the manager utilizes more information

    Kept always in mind and played out whenever an opportunity arises

    NetworkingNetworkingBuild and maintain positive relationshipsBuild and maintain positive relationships

    People whose help may be needed to implement ones work agenda

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    Management: Introduction

    Working Today

    IntellectualCapital

    Globalization

    Technology

    Diversity

    Ethics

    Careers

    Organizations

    What is anorganization?

    Organizationsas systems

    Organizationalperformance

    Changingnature of

    organizations

    Managers

    Definition Levels

    Types

    Managerialperformance

    Changingnature ofmanagerial

    work

    Management

    Process Management

    functions

    Managerialactivities androles

    Managerialagenda and

    networking

    Learning howto manage Essential

    managementskills

    Skill andoutcomeassessment

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    Managerial Skills

    Conceptual Skills

    ability to think analytically and solve complex problems

    Human Skillsability to work well in cooperation with other people

    Technical Skillsability to use expertise to perform a task with proficiency

    Lower LevelLower LevelManagersManagers

    Middle LevelMiddle LevelManagersManagers

    Top LevelTop LevelManagersManagers

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    Skill and Outcome Assessment

    Managerial Competenciesskill-based capabilitiesfor high performancein a management job

    New business setting demands brain skills that are both

    High Concept ability to

    See the big picture

    Identify patterns

    Combine ideas

    High Touch ability to

    Empathize

    Enjoy others in the pursuit of a purpose

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    Management: Introduction

    Working Today

    IntellectualCapital

    Globalization

    Technology

    Diversity

    Ethics

    Careers

    Organizations

    What is anorganization?

    Organizationsas systems

    Organizationalperformance

    Changingnature of

    organizations

    Managers

    Definition Levels

    Types

    Managerialperformance

    Changingnature ofmanagerial

    work

    Management

    Process Managementfunctions

    Managerialactivities androles

    Managerialagenda and

    networking

    Learning howto manage Essential

    managementskills

    Skill andoutcomeassessment


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