Chapter 1 - The contemporary workplaceWorking in today's economyIntellectual capital Knowledge workerThe collective brain power or shared knowledge of a workforceSomeone whose knowledge is an important asset to employersGlobalisation The worldwide interdependence of resource fows, product markets and business competitionDiversity Prejudice Discrimination lass ceiling e!ectDi!erences among workers in gender, race, age, ethnic culture, able"bodiedness, religious a#liation and se$ual orientationDisplay of negative, irrational attitudes towards members of diverse populations%hen someone is denied a jobfor reasons not job relevant &nvisible barrier limiting the advancement of women and minority groupsCareers 'ore workers 'ontract workers 'asual and part time workers'an advanceSpeci(c skill)ired as neededOrganisations in today's workplaceOrganisation 'ollection of people working together with a division of labour to achieve a purposeOrganisational performance Productivity Performance e!ectiveness Performance e#ciency *uantity and +uality of work performance,utput measure of task or goal accomplishment-easure of resource cost associated with goal accomplishmentChanging nature of organisations Pre"eminence of technology Demise of .command and control. /ocus on speedToo slow, conservative and costly/or intense real time communication 0mbrace of networking 1elief in empowerment 0mphasis on teamwork 2ew workforce e$pectations 'oncern for work"life balanceTotal +uality managementand coordination 3ally the knowledge, e$perience and commitment-ore hori4ontal in focus5ess tolerance for hierarchy, more informality and more attention to performance merit-anaging with commitment to continuous improvement, product +uality and customer satisfactionManagers in today's workplaceManager Someone who works directly with people who depend on them for criticalsupportevels of managers Top managers -iddle managers Project managersuides the performance of the organisation as a wholeTeam oriented'oordinate comple$ projects with task deadlinesTypes of managers 5ine managers Sta! managers /unctional managers eneral managers 6dministratorsDirectly contribute to the production of the organisation.s basic goods or servicesSpecial technical e$pertise to advise and support line workers3esponsible for one area of activity'omple$ organisational unitsPublic organisationsThe management process!lanning Setting objectives and determining howto accomplish themControlling -easuring performance and taking action to ensure desired resultsOrganising 6ssigning tasks, allocating resources, arranging activities and de(ning jobsea"ing 6rousing enthusiasm and directing e!orts towards organisational goals Managerial learningManagerial agen"a 6ction priorities including goals and plansManagerial networking 1uilding and maintaining positive relationships with those needed to implement work agendas#ssential managerial skills Technical )uman 'onceptual 0motional intelligenceSpecial pro(ciency or e$pertise%orking well in cooperation with othersThink analytically and solve comple$ problems-anage and utilise emotions in challenging situations Chapter $ - %istorical foun"ations of managementClassical approaches to management&cienti'c management ()re"erick Taylor* 1+11,!rinciples78 Develop a .science. for every job98 Select able workers carefully:8 'arefully train workers and provide them with incentives to cooperate with the job .science.;8 Support workers by carefully planning their work-"ministrative principles (%enri )ayol* 1+1.,/ "uties of management78 /oresight98 ,rganisation:8 'ommand;8 'oordinationaluing di!erencesDiverse workplace 3ich pool of talents, ideas and viewpoints for solving comple$ problems'hapter ; " &nternational dimensions of managementInternational management and glo"alisationGlobal managerGlobal economyGlobal 'nancial crisis'ulturally aware and well informed on international a!airs3esources, markets and competition are worldwide in scope'onse+uences of sub prime mortgage defaults in the =S in 9??@ and culminated in a worldwide recession-!#C 6ims to strengthen .regional economic integration. to encourage the pursuit ofcommon trade goals#uropean union Political and economic alliance of 0uropean countries&outhern -frica Development Community5inks 7; countries in trade and economic development e!ortsInternational "usiness challengesInternational businesses search for< Pro(ts 'ustomers Supplier 'apital 5abour!rivatisation2orl" tra"e organisationThe selling of state owned enterprises into private ownership-ember nations agree to negotiate andresolve disputes about tari!s and traderestrictionsMarket entry strategies lobal sourcing-aterials or services are purchased around the world for local use 0$porting5ocal products are sold abroad &mportingProcess of ac+uiring products abroad and selling them in domestic markets /ranchisingPackage of support needed to open a particular business 5icensing agreement,ccurs when a (rm pays a fee for the rights to make or sell another company.s productDirect investment strategies Aoint ventures Strategic alliances %holly owned subsidiaries5ocal operation completely owned by a foreign (rmMultinational corporationsMultinational corporation 1usiness with e$tensive operations in more than one foreign countryTypes Transnational,perate worldwide without beingidenti(ed with one home country >irtual borderless -ake use of the internet to conduct business worldwide on aborderless basis 1orn global companiesTrade internationally from their beginning0ene'ts 5arger ta$ bases &ncreased employment opportunities Technology transfersDisa"vantages 0$cessive complaints 0conomic domination &nterference with government#thical issues 'orruption Sweatshops 'hild labour Sustainable developmentCulture and glo"al diversityCulture#thnocentrismShared set of beliefs, values and patterns of behaviour common to a group of peopleTendency to consider one.s culture superior to others &tages in cultural a">ustment 78 'onfusion98 Small victories:8 )oneymoon;8 &rritationect management an" control G-6TT chartsraphically displays the scheduling of task re+uired to complete a projectC!MF!#?T techni=ues'ombination of the .critical path method. and the .program evaluation and review techni+ue.Critical pathShortest possible time in which an entire project can be completed if all project tasks go according to plan0alance" scorecar"s Tallies organisational performance in (nancial, customer service, internal process and innovation and learning areas)actors /inancial performance 'ustomer satisfaction &nternal process improvement &nnovation and learning'hapter 77 " )uman resource management!iversity and the importance o$ peopleThe "iversity a"vantage Provides an array of talents, perspectives, e$periences and world views &+M%uman resource management 'omprises a set of policies designed to ma$imise organisational integration, employee engagement, fe$ibility and +uality of life balance, and improve bottom line results and competitive advantage#mployee "iscrimination ,ccurs when someone is denied a job or job assignment for reasons not job relevant #=ual employment opportunities (##O,3ight to employment and advancementwithout regard to race, se$, religion, colour or national origin-Grmative action 'ommits the organisation to hiring and advancing minority groups and womenDiversity management &dentifying and managing employee characteristics likely to have a signi(cant impact on the organisation.sability to achieve its strategic objectives0ene'ts of occupational health an" safety 5ower absenteeism &ncrease in productivity 5ower worker compensation costs In"ustrial relations in the -sia !aci'c regionIn"ustrial relationsProcess of negotiation and bargaining between employers and employeesAnions3epresent the interests of employees inan industry, occupation or organisation0usiness associations3epresent the interests of organisations in an industry or region )air 2ork -ct 5imits number of public holidays 5eaving unfair dismissal laws unchanged Disallowing individual agreementsThe human resource management process6ttracting, developing and maintaining a +uality workforce&trategic human resource management6s above, to implement organisational strategies %uman resource planning 6nalyses sta#ng needs and identi(es actions to (ll those needsBob analysisBob "escriptionBob speci'cationStudies job re+uirements and facts thatcan infuence performanceDetails the duties and responsibilities of a job holder5ists the +uali(cations re+uired of a jobholder,ttracting a )uality work$orce?ecruitment Set of activities designed to attract a +uali(ed pool of job applicants InternalSeeks applicants from inside the organisation#1ternalAob candidates sought from outside thehiring organisation !eveloping a )uality work$orce&ocialisation Systematically changes the e$pectations, behaviour and attitudes of new employees #mployee orientation /amiliarises new employees with jobs, co"workers and organisational policies and servicesTraining Provides learning opportunities to ac+uire and improve job related skills Coaching6n e$perienced person o!ering performance advice to a less e$perienced personMentoring6ssigns early career employees as proteges to more senior ones Mo"ellingDemonstrates through personal behaviour the job performance e$pected of others Management "evelopment Training to improve knowledge and skills in the management process !erformance management 'ontinuous process of identifying, measuring and developing the performance of individuals and teams, through genuine feedback, mentoring and training, and ensuring alignment ofevery job in the organisation within thestrategic goals of the organisation&ystems Sets standards 6ssesses results Plans for performance improvements!erformance appraisal Process of formally evaluating performance and providing feedback toa job holder #valuation purpose %here people stand in relation to performance objectives and standardsDevelopment purpose &ntended to assist in training and continued personal development Graphic rating scale =ses a checklist of traits or characteristics to evaluate performance0ehaviourally anchore" rating scale=ses speci(c descriptions of actual behaviours to rate various levels of performanceCritical inci"ent techni=ue Keeps track of someone.s e!ective andine!ective job behaviours Engagement- maintaining a )uality work$orce. behavioural "rives Connecting Participating in activities that produce ahigh .return on connection.&hapingSei4e opportunities to customise professional e$perienceearning1ecoming self directed leaders&tretching-oving out of the comfort 4one-chieving3egenerating throughout intrinsic rewards of meaningful achievementContributingDirecting e!ort to create growth in others and value in the organisation Characteristics of a best employer =nwavering commitment 'lear performance e$pectations 6ppropriate employee conditions 3eward and recognition practices 'lear communication on what employees can e$pectCareer planning Process of systematically matching career goals and individual capabilities with opportunities for their ful(lment Career plateau Position from which someone is unlikelyto move to a higher level of work responsibility2ork-life balance 1alancing career demands and personal and family needs 0ase remuneration SalaryBhourly wage paid to an individual)ringe bene'ts 6dditional non wage or non salary forms of remuneration)le1ible bene'ts 6llow employees to choose from a range of bene(t options 'hapter 79 " 5eadingThe nature o$ leadershipea"ing Process of arousing enthusiasm and directing e!orts towards organisationalgoals -ims &nspire e!ort 1uild enthusiasm 'ommunicate the vision -aintain momentum@ision 'lear sense of the future@isionary lea"ership 1rings a clear sense of the future and an understanding of how to get there !rinciples 0ncourage innovation &nspire others Support others. e!orts and talents Set the e$ample 'elebrate achievements !ower 6bility to get others to do something you want done or make things happen the way you want &ources of position power ?ewar" power'apacity to o!er something of value asa way of infuencing other peopleCoercive power'apacity to punish or withhold positive outcomes as a way of infuencing otherpeopleegitimate power'apacity to infuence other people by virtue of formal authority, or the rights of o#ce&ources of personal power #1pert power'apacity to infuence other people because of specialised knowledge?eferent power'apacity to infuence other people because of their desire to identify personally with you#mpowerment Distributes decision making power through an organisation#mpowering others et others involved 'reate a cooperative environment 0ncourage others to take initiative ive others freedom -aintain high morale .eadership traits and "ehavioursea"ership "rives Drive Self con(dence 'reativity 'ognitive ability&ntegrate and interpret information 1usiness knowledge -otivation /le$ibility )onesty and integrityea"ership style 3ecurring pattern of behaviours e$hibited by a leader%igh concern for people'ountry club managementTeam managementow concern for people&mpoverished management6uthority"obedience managementow concern for pro"uction%igh concern for pro"uctionContingency approaches to leadership)ie"ler5s contingency mo"el ood leadership depends on a match between leadership style and situational demands Degree of task structure 0$tent to which task goals, procedures and guidelines are clearly spelt out %ersey-0lanchar" situational lea"ership mo"el