PRINCIPLES OF MANAGEMENT

With Philip Soward

LESSON 1THE DYNAMIC NEW WORKPLACE

(Material included from Management 8e by Schermerhorn and from Harvard Business Review,

2000 Sept-Oct article by Kaplan and Norton on Strategy Maps)

Competencies for Managerial Success• Communication - Demonstrates ability to share ideas and findings

clearly in written and oral expression. • Teamwork - Demonstrates ability to work effectively as a team

member and team leader. • Self Management - Demonstrates ability to evaluate oneself, modify

behavior, and meet performance obligations. • Leadership - Demonstrates ability to influence and support others to

perform complex and sometimes ambiguous tasks. • Critical Thinking - Demonstrates ability to gather and analyze

information for creative problem solving. • Professionalism - Demonstrates ability to sustain a positive

impression, instill confidence and maintain career advancement.

1 - Extra

ORGANIZATIONS AS EMPLOYERSHANDY’S “SHAMROCK”

LEAF #1CORE FULL-

TIME WORKFORCE

LEAF #2INDEPENDENT

CONTRACTORS

LEAF #3TEMPORARY

HIRES

Traditionalcareer paths

Contingentworkers

Free agents

Critical Survival Skills for the New Workplace

• Mastery – you need be good at something.

• Contacts – you need to know people.

• Entrepreneurship – you must act as if running your own business.

• Love of technology –you have to embrace technology.

• Marketing – you need to be able to communicate your successes.

• Passion for renewal – you need to be continuously learning and changing.

1.1

Study Question 2: What are organizations like in the new workplace?

Workplace changes that provide a context for studying management …– Belief in human capital– Demise of “command-and-control”– Emphasis on teamwork– Preeminence of technology – Embrace of networking– New workforce expectations– Concern for work-life balance– Focus on speed

MANAGERIAL WORK

• hectic pace• interruptions• interactions• many tasks• long hours

• Planning• Organizing• Leading• Controlling

P E R F O R M A N C E

THE PROCESS

THERESULTS

THE SETTING

Study Question 4: What is the management process?

Managerial activities and roles …– Interpersonal roles

• Involve interactions with persons inside and outside the work unit.

– Informational roles• Involve giving, receiving, and analyzing of

information.

Decisional roles• Involve using information to make decisions in

order to solve problems or address opportunities.

Mintzberg’s Managerial Roles

INFORMATIONAL

INTERPERSONAL

DECISIONAL

• Figurehead• Leader• Liaison

• Monitor• Disseminator• Spokesperson

• Entrepreneur• Disturbance handler• Resource allocator• Negotiator

BlindSpot

HiddenSelf

TheUnknown

OpenArea

Unknown to you Known to you

Knowntoothers

Unknowntoothers

THE JOHARI WINDOW