chapter 2 organizations 2001 & managerial challenges nelson & quick
TRANSCRIPT
![Page 1: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/1.jpg)
Chapter 2Organizations 2001 &Managerial Challenges
Nelson & Quick
![Page 2: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/2.jpg)
Remaining Competitive: Four Major Challenges to Managers
• Globalizing the firm’s operations
• Managing a diverse workforce
• Keeping up with technological change and implementing technology in the workplace
• Managing ethical behavior
![Page 3: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/3.jpg)
Changing Business Perspectives
InternationalInternational implies an individual’s or organization’s nationality
is held strongly in consciousness
GlobalizationGlobalization implies the world is free from national boundaries and
that it is really a borderless world
Moveto
![Page 4: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/4.jpg)
In Multinational organizationsMultinational organizations, the organization was recognized as doing business with other countries
Changing Business Perspectives
In Transnational organizationsTransnational organizations, the global viewpoint supersedes
national issues.
Moveto
![Page 5: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/5.jpg)
Changes in the Global Marketplace
• Collapse of Eastern Europe
• Union of East and West Berlin
• Expansion of business with China
• Creation of the European Union
• Establishment of the North American Free Trade Agreement
![Page 6: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/6.jpg)
Understanding Cultural Differences
Individualism/Collectivism
High power distance/Low power distance
High uncertainty Low uncertainty
avoidance avoidance
Masculinity/Femininity
Long-term orientation/ Short-term orientationJune
1 2 3 4 5 6 78 9 10 11 12 13
14 15 16 17 18 19
Reprinted with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510-8020. CulturalConstraints in Management Theories (Figure), G. Hofstede, Academy of Management Executive 7, (1993). Reproducedby permission of the publisher via Copyright Clearance Center, Inc.
![Page 7: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/7.jpg)
Where the U.S. Stands
Individualism
Low power distance
Low uncertainty Avoidance
Masculinity
Short-term orientation
![Page 8: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/8.jpg)
Developing Cross-Cultural Sensitivity
• Cultural sensitivity training• Cross-cultural task forces/teams• Global view of human resource
functions• Planning• Recruitment and Selection• Compensation• Training and Development
![Page 9: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/9.jpg)
Diversity
All forms of individual differences, including culture, gender, age, ability, personality, religious affiliation, economic class, social status, military attachment, and sexual orientation
![Page 10: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/10.jpg)
Diversity Statistics for the Workplace
Cultural 2020 Workforce: 68% white non-Hispanic 14% Hispanic
11% African-American
Gender 2020 Workforce: 50% male 50% female
![Page 11: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/11.jpg)
Diversity Statistics Affecting the Workplace
Age By 2000, median U.S. age will be 36resulting in a job crunch among middle-aged workers and greater intergenerationalcontact in the workplace.
Ability An estimated 43 million disabled live in theU.S.; their unemployment rate exceeds 60%
![Page 12: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/12.jpg)
DiversityBenefitsEnhance
OrganizationalFlexibility
Result inBetter
ProblemSolving
Attract &RetainTalent
PromoteCreativity &Innovation
EnhanceMarketing
Efforts
![Page 13: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/13.jpg)
DiversityProblemsPossibility of
Conflicts
SlowerDecision-Making
Resistanceto Change
CommunicationProblems
Time toAchieve
Cohesiveness
![Page 14: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/14.jpg)
Technological Innovation
Technology
The intellectual and mechanical processes used by an organization to transform inputs into products or services that meet organizational goals
Examples Expert system - computer
based application using representation of human expertise in a specialized field of knowledge to solve problems
Robotics - use of robots in
organizations
![Page 15: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/15.jpg)
Alternative Work Arrangements
Telecommuting - transmitting work from a home computer to the office using a modem– reduces company cost– increases productivity– allows access to key workers anywhere– helps retain employees attracted by the
flexibility
![Page 16: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/16.jpg)
Additional Alternative Work Arrangements
Hoteling - employees have mobile file cabinets/lockers for personal storage; work spaces are reserved, not assigned
Satellite offices - large facilities broken into smaller workplaces near employees’ homes
Virtual Office: people workanytime, anywhere, with anyone.
![Page 17: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/17.jpg)
Technological Change Requires Managers to
• Focus on helping workers manage the stress of their work
• Take advantage of the wealth of information available to motivate, coach, and counsel--not to control
• Develop technical competence to gain workers’ respect
![Page 18: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/18.jpg)
Help Employees Adjust by
• Involving them in decision-making regarding technological change
• Selecting technology that increases workers’ skill requirements
• Providing effective training
• Establishing support groups
• Encouraging reinvention (creative application of new technology)
![Page 19: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/19.jpg)
Ethical Theories Consequential TheoryConsequential Theory An ethical theory that
emphasizes theconsequences or results
of behavior
Rule-based TheoryRule-based Theory An ethical theory that
emphasizes thecharacter of the act
itself rather than its effects Cultural TheoryCultural Theory An ethical theory thatemphasizes respectfor different cultural
values
![Page 20: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/20.jpg)
Employee Rights Issues
Computerized monitoring
Drug testing
Free speech
Downsizing
Layoffs
AIDS in the workplace
![Page 21: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/21.jpg)
Sexual Harassment = Unwanted Sexual Attention
• Gender Harassment - crude comments; behaviors that convey hostility toward a particular gender
• Unwanted Sexual Attention - unwanted touching, unwanted pressure for dates
• Sexual Coercion - demands for sexual favors through job-related threats or promises
Harassment orPotential Romance?
![Page 22: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/22.jpg)
Organizational Justice Distributive Justice fairness of
the outcomes that individuals receive in an organization
Procedural Justice fairness by which the outcomes are allocated in an organization
Companies in Danger
CEOsalaries
Competenceand Skill
Race andGender
![Page 23: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/23.jpg)
Individual & Organizational Responsibility
Whistle-blower - an employee who informs authorities of the wrongdoing of his or her company or coworkers
– Hero
– “Vile Wretch”
Social Responsibility - the obligation of an organization to behave ethically
![Page 24: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/24.jpg)
Rotary Four-Way TestOF WHAT WE THINK, SAY, OR DO
1. Is it the TRUTH?
2. Is it FAIR to all concerned?
3. Will it build GOODWILL and better friendships?
4. Will it be BENEFICIAL to all concerned?
![Page 25: Chapter 2 Organizations 2001 & Managerial Challenges Nelson & Quick](https://reader033.vdocument.in/reader033/viewer/2022061607/56649d025503460f949d5c5d/html5/thumbnails/25.jpg)
Four Challenges to Organizations in the New Millennium
Globalization
Diversity
Technology
Ethics