opportunities & challenges
Post on 25-Feb-2016
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Opportunities & Challenges
Managers and ManagementManagers in todays market must update tools and principles on a continuous basis.Management development is increasingly global in outlook and places a high value on contributing to organizational effectiveness and competitive advantage.To be successful a manager must use and integrated approach, using a combination of tools and principles.
Management DevelopmentHigh performance leading organizations are increasingly distinguished by 7 features:1. Linking management development to business plans and strategies.2. Being boundless, flat, nonhierarchical3. Using global and cross cultural orientation4. Individualizing learning that is focused within the context of organizational learning5. Applying customized training aligned with corporate culture6. Employing a career development focus7. Focusing on the development of core competencies.Management is also a Human ActivityAs a human activity management emphasizes the importance of employees with whom managers work and whom they manage in accomplishing an organizations objectives.
In organizations, people are the most important asset. Successful managers understand this and recognize the need to establish a strong bond between the organization and the relationships of the manager and the people they manage.Challenges and Opportunities for OBResponding to GlobalizationManaging Workforce DiversityImproving Quality and ProductivityEmpowering PeopleCoping with TemporarinessStimulating Innovation and ChangeImproving Ethical Behavior defining right & wrongInformation TechnologyThe Flip SideAccess to a Changing Marketplace
Large Scale Business Transformation
Superior Customer Service
Workforce Empowerment
Total Quality
Alliances with Suppliers & Customers
Continuous Learning
KFC experienced phenomenal success with Kosher chicken menu in IsraelMcDonalds menus customised across the worldLOreal advertisements using local celebrities
7People are the purpose and profits are the means, and not the other way round. It should not be: people are the resources & profits the purpose
Bohdan Hawrlyshyn, Economist & Advisor to Ukranian President
Globalisation Inequality Share of global income of poor people has fallen from 2.3 to 1.4% in the last decadeTotal world income increased by 2.5% annually; actual number of people living in poverty increasedGE has assets of $500 billion, more than GDP of some countriesDisregarding environment in stampede for mega profits & marketplace supremacyCorporate power restricting individual freedom
Increased Foreign AssignmentsDifferent CulturesOutsourcing
Globalisation ChallengesGlobalisation effects Managers & Professionals
Internationalisation puts a premium on certain competencies / skills
Managerial learning is critical: Teamwork
Managing careers in the global context
Globalization is neither new nor in general a folly. While we have good reasons to address difficulties arising out of globalization, we must be careful that we do not end up choosing the life of the kupamanduka (the frog in the well whose view of the world is confined to that space) Amartya Sen, Nobel Laureate Alternative to Globalization? Think Globally, Act Locally
Localization reverses the trend of globalization by discriminating in favor of the local.
Depending on context, the 'local' may be part of a nation state, the state itself or even a regional grouping of states.
At the heart of localization is a rejection of today's environmentally and socially damaging subservience in the name of 'international competitiveness'.
The Indian WayIndias Green Revolution
Since 1985 India has lifted more than 100 million people out of desperate poverty in urban centers and the hinterland alike, according to research by the McKinsey Global Institute
Indias best companies are targeting global markets
But to sustain these advances, the country cannot rest. Its leaders must focus on building infrastructure and developing a thriving labor market.
EthnicityRaceMental / Physical QualitiesAgeGenderSexual OrientationLanguageExperiencesGeographic Location EducationIncome
Work ExperienceOccupationParental StatusMarital StatusReligionPrimary Dimensions Secondary Dimensions Managing Diversity 14Barriers to Accepting DiversityPrejudiceEthnocentrismStereotypesDiscriminationHarassmentSexual HarassmentBacklash
Managing DiversityIncreasing AwarenessProviding Accurate InformationUncovering Personal Biases & StereotypesAssessing Personal Beliefs, Attitudes, & Values: Learning about othersOverturning Inaccurate Beliefs & StereotypesDeveloping an atmosphere of sharingImproving understanding of othersIncreasing Diversity SkillsCultural DiversityGender Diversity
At IBM diversity is seen as the bridge between the workplace and the market place and it has become central to IBMs ability to win in the global market place.
From ethnocentric to GeocentricAge, Gender, Race, Sexual Orientation
Changing Demographics of WorkforceAge
Dual Career Couples
Increase in Working mothers
From Blue-collar to White-collar
65 million children under the age of 15, 400 million people below 23.30% of population under the age of 30 by 2020Flexi time at HPWomen Ekta Kapoor, Kiran Majumdar Shaw, Lizzat papadHealth program J&JLAMDA Look, Ask, Model, Discuss, Act (ToyotaEureka Xerox
18Changed Employee ExpectationsTraditional incentives such as job-security, attractive remuneration, housing etc not enough to attract, retain & motivate workforceEmpowermentQuality of StatusEmployee Influence & InvolvementUpward CommunicationsBetter TreatmentChallenging AssignmentsCareer Advancements
Empowerment results in redefining jobs, both shop floor & boardrooms. As workers are given more control over their jobs, supervisors may become redundant.Children to the workplace.Training for quality & better customer service; upgrade skills to meet changing technologies
19Technology TransformationDimensions of Technology
Automation
Automation occurs when a task is mechanised. Automation may lead to over-simplification & alienation. Involvement is minimised. Employers need to plan for effects of automation: Displacement / Replacement / Retraining20Information Technology
DotcomsInternetIntranetE-mailMobile phonesConference calls
Behavioral Implications of Advanced TechnologyLeaner OrganisationsDe-layeringDownsizing / RightsizingOutsourcing
Wired OrganisationsTelecommunicationsWeb ConferencingWebinars (Web Seminars)InternetE-mailCCTVsPrivacyGroup CohesivenessMotivationOrganisational HierarchiesTime DifferencesCommunicationLeadership
Virtual Offices
Changing Nature of Managing WorkDifferent StressorsTemp Staffing
Ethical BehaviorEthics : System of moral principles
Importance of EthicsBasic Human needsValues create credibility with publicValues give management credibility with employees values help in better decision-makingEthics & Profits go togetherEthics can protect society better than law canRole Expectations
Organisational InfluencesIndividualExternal FactorsCultural InfluencesEthical BehaviorIndividual Personality / Values / Morals / Principles / Gender
Cultural - Family / Education / Religion / Media / Entertainment
Organisational Ethical codes / Culture / Role Models / perceived pressure for results / Rewards-Punishments system
External Political / Legal / Economic / Technological25Managing EthicsTop ManagementCode of EthicsEthics CommitteeEthics Hot LinesEthics training programsEthics & Law
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