Unit 1: Management Today Chapter 1: The Dynamic New Workplace.
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Transcript of Unit 1: Management Today Chapter 1: The Dynamic New Workplace.
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Unit 1: Management Today
Chapter 1: The Dynamic New Workplace
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The New Economy!There are 6 main challenges of working in
the new economy. They are:
Intellectual Capital—the collective brainpower or shared knowledge of a workforce that can be used to create value. A knowledge worker adds to the intellectual capital of an organization. Eg. A computer technician is knowledgeable and will add value to a company integrating new technology
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Globalization—is the worldwide interdependence of resource flows, product markets, and business competition that characterize the new economy. National boundaries have disappeared.
Technology—there is a continuous transformation of the modern workplace through the Internet, WWW, Computers, and Information Technology. There is a high demand for knowledge workers with the skills to use this technology.
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Diversity—workforce diversity reflects differences with respect to gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness.
Ethics—society requires businesses to operate according to high moral standards. Code of moral principles and/or conduct.
Careers—the careers in the 21st century won’t be uniformly full-time and limited to a single large employer. Therefore, skills must be portable and always of current value.
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Organizations and their Managers What is an organization?
A collection of people working together to achieve a common purpose
To be classified as an organization, a business entity must satisfy these characteristics: 1-Purpose- to create a good and/or service 2-Division of Labour- different tasks assigned
to different people 3-Hierarchy of authority- a level by level
management structure of increasing responsibility
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Using the three characteristics in the slide before, prove that these companies are in fact a form of an organization.
McDonalds Sports Team Family
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Organizational Systems Organizations are open systems that interact
with their environments.
Examples of Feedback--
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Managers What is a manager?
A person who is responsible for the work of others Examples—CEO, supervisor, plant manager
Must co-ordinate human resources with material resources (information, raw materials) to produce goods and services
A manager’s responsibility is to obtain the highest level of performance for the least amount of inputs
Is a person that has the ability to get the most out their employees, makes them want to be better.
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Managerial Levels
Upper Management
Middle Management
Lower Management
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Upper Management
responsible for performance of an organization as a whole or for one of its larger parts.
establishes organizational objectives (Long Term)
Examples: CEO, CFO, VP
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Middle Management
Interpret direction from above and pass it on to those beneath them.
Report to top managers while being in charge of relatively large departments or divisions.
Examples: Department Heads, Plant Manager, Human
Resources
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Lower Management
someone in charge of a small work group composed of non-managerial workers.
Examples: Supervisor, Fore person, Assistant Manager
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Glass Ceiling Effect:
An invisible barrier limiting career advancement of women and minorities.
Dominant Culture:White males(hold most
top positions)
Minority Cultures: Women,
aboriginals and other minorities
(hold few top positions, Starting to change)
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Types of Managers
Line………………………...vs…
Their work directly contributes to productions
Examples: supervisors, CEO,
plant manager.
Staff Work in specialized
areas such as marketing, accounting, human resources, legal departments...
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Managers…………….…..vs…
Work for profit organizations (making money)
Administrators Work for non-profit
or public organizations.
Examples: Principal, Hospital
Administrator
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Functional……………..…vs…
Responsible for a single area
Examples: accounting,
engineering, marketing, human resources.
General Responsible for
complex areas - department store manager. (many different departments to oversee)
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Lets see if we get it??
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Managerial Roles1-Planning: setting goals and how they
will be met2-Controlling: monitoring achievement3-Organizing: arranging people, tasks,
responsibilities, and resources4-Leading: inspiring and motivating
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Managerial Skills Technical skill
the ability to apply a special proficiency or expertise to perform particular tasks.
E.g.- Human skill
the ability to work well in cooperation with others.
E.g. Conceptual skill
the ability to think critically and analytically to solve complex problems.
E.g.-