The Dynamic New

Workplace GROUP 1 PRESENTATION

The Dynamic New Workplace

• What are the challenges of working in the new economy?

Working in the New Economy

• What are organizations like in the new workplace?

Organizations in the New Workplace

• Who are managers and what do they do?

Managers in the New Workplace

• What is the management process?

The Management Process

• How do you learn the essential managerial skills and competencies?

Learning How to Manage

Working in the new economy

Working in the new economy

Intellectual Capital Intellectual capital: collective brainpower or share knowledge of

workforce.

A knowledge worker: someone whose mind is a critical asset to

employers.

People and their talents are the ultimate foundation of one

organization.

Working in the new economy

Globalization Globalization: the worldwide interdependence of resource flows,

product market and business competition.

Working in the new economy

Globalization Not only in trade but also manufacture

Working in the new economy

Globalization Many countries gathered in group: Asian, EU, FTA.

Protect their right, prevent risk.

Stable position.

Approach to new technology.

Working in the new economy

Technology Everything would be involved to computer:

Sales transaction.

Data storage.

Design.

……

Manager must be well - equipped with computer skills.

Working in the new economy

Diversity Workforce diversity: difference among workers in gender, age,

ethnic culture, race….

Opportunities:

Increases productivity, creativity.

Improves corporate culture.

Improves employee morale.

Leads to a higher retention of employees.

Working in the new economy

Diversity Challenges:

Language barrier.

Resistance to change.

Implementation of diversity in the workplace policies.

Working in the new economy

Diversity Hoàng Ngọc Vy – Managing Director of Vien Thong A.

Reorganized company system

Young staff is the core

Working in the new economy

Ethics Ethics: set moral standards of what is ‘good’ and ‘ right’ in one’s

behavior.

Case:

Vedan release a huge amount of chemicals into Thi Vai river

damage the habitat around.

Ethics is required in doing business.

Working in the new economy

Careers Shamrock’s three leaves :

Core workers.

Contract workers.

Part- time workers

Organizations in the New

Workplace Critical Survival skills

Mastery

Contacts

Entrepreneurship

Love of technology

Marketing

Passion for renewal

Organizations in the New

Workplace Organization Definition A collection of people working together to achieve a common

purpose.

Organizations provide useful goods or services that return value to

society and satisfy customer needs.

Organizations in the New

Workplace Organization as Systems Open system

Composed many related parts

Interact with their environments

Input Output (goods and services)

Environmental feedback

Organizations in the New

Workplace Organization as Systems Organization as an open system

Organizations in the New

Workplace Organizational Performance Value creation

Adds value to the original cost of resource inputs

Businesses earn a profit.

Nonprofit organizations add wealth to society.

Organizations in the New

Workplace Organizational Performance Productivity

Performance effectiveness

Performance efficiency

Organizations in the New

Workplace Organizational Performance Productivity and the dimensions of organizational performance

Organizations in the New

Workplace Changing Nature of Organizations 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

Manager in the New Workplace

What is a manager?

A manager = Person who supports and is responsible for the work of others.

Team

leader

Department

head

Dean

President

ect. ….

Manager in the New Workplace

What is a manager?

1 manager -> 10.75 people

Manager in the New Workplace

Level of managers

Top managers

Midle Managers

Project managers

Team leaders

Supervisors

Manager in the New Workplace

Level of managers

Top manager: - Responsible for performance of an organization as a whole or

for one of its larger parts. - Pay special attention to the external environment, are alert to potential long-run problems and opportunities.

-Scan the environment, create and communicate with the organization’s purpose and mission. - Ex: Chief executive officer (CEO), president, vice president, etc…

Manager in the New Workplace

Level of managers

Middle managers: -Oversee the work of large departments or division. -Work with top managers & coordinate with peers to develop and implement action plans to accomplish organizational

objectives. - Ex: clinic directors in hospital, branch sales managers in business.

Project managers: coordinates complex projects with task

deadlines

Manager in the New Workplace

Level of managers

Team leader/ Supervisor -Report to middle managers and directly supervise non-managerial workers - Ex: leader of an technical team

- Ensure their work teams or units meet performance objectives that are consistent with higher-level organization goals.

Manager in the New Workplace

Level of managers

Line managers: directly contribute the production of the organization’s basic G&S

Staff managers: use special technical expertise to advise and support line workers

General managers: are responsible for complex multi-functional units.

Functional managers: are responsible for one area is activity, such as finance, marketing ect…

Administrator: a manager in a public or nonprofit organization.

Manager in the New Workplace

Managerial Performance

Accountability:: the requirement to show performance results to a supervisor.

Quality of work life: The overall quality of human experiences in the workplace

Manager in the New Workplace

Managerial Performance Quality of work life (QWL) An indicator of the overall quality of human experiences in

the workplace.

QWL indicators:

▪ Fair pay

▪ Safe working conditions

▪ Opportunities to learn and use new skills

▪ Room to grow and progress in a career

▪ Protection of individual rights

▪ Pride in work itself and in the organization

Manager in the New Workplace

Managerial Performance High performing managers …

Are well informed of their team’s needs.

Work alongside those they supervise.

Provide advice and develop support for their team.

Help their people perform to the best of their abilities.

Manager in the New Workplace Managerial Performance The organization viewed as an upside-down pyramid

The Management Process Functions Of Management

Best utilizing its human and material resources High

performance

Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish

performance goals.

All managers are responsible for the four functions.

The functions are carried on continually.

Four functions

of

management

The Management Process Functions Of

Management

WHAT TO DO???

WHAT TO ACHIEVE?

The Management Process Functions Of Management

PLANNING

Identify desired results and ways to achieve them

Set performance objectives & actions that

should be taken

The Management Process Functions Of Management

ORGANIZING

Turn plans into actions

Assigning tasks, allocating resources,

coordinating activities of individuals and groups

The Management Process Functions Of Management

LEADING

Arousing people's enthusiasm to work hard,

inspiring their efforts to fulfill plans & accomplish

objectives

Build a commitment to a common vision,

encourage activities supporting goals, influence

others to do their best work

The Management Process Functions Of Management

CONTROLLING

Measuring work performance

Maintain active contact with people,

comparing results to objectives, gather &

interpret reports, plan corrective action &

change

The Management Process Functions Of Management

The case of Ernst & Young

Retention of firm's female professionals

Reduce the turnover rate of women

Office of Retention headed by a woman

Women's Access Program

Improve work-life balance, "call-free holidays", "travel sanity" programs

Compare results with objectives

The Management Process Managerial Activities and Roles

Henry Mintzberg - Academic and author

on business & management

Managerial roles:

Interpersonal roles

Informational roles

Decisional roles

The Management Process Managerial Activities and Roles

Mintzberg’s 10 Managerial Roles.

The Management Process

Realities of managerial work

Managerial

Activities and Roles

The Management Process Managerial Agendas & Networking

Agenda setting

Develop action priorities

Incomplete & loosely connected at first, more specific as information is continually gleaned

Be kept in mind, be "played out" whenever an opportunity arises.

The Management Process Managerial Agendas & Networking

Networking

Building & maintaining positive relationships w people

Implement agendas

Indispensable to managerial success in today's complex work environments.

Learning How to Manage

Lifelong learning – process or continuously learning from daily experience and opportunities

Learning How to Manage

Lifelong learning – Importance?

State Farm CEO

Edward B. Rust, Jr.

Learning How to Manage Essential Managerial Skills

A Skill?

3 categories of essential skills

Technical skills

Human Skills

Conceptual Skills

Learning How to Manage Essential Managerial Skills

Technical skills

The ability to use expertise to perform a task with proficiency

Formal education, training & job experience

Important at career entry levels

Learning How to Manage Essential Managerial Skills

Human skills

The ability to work well in cooperation with other people

Spirit of trust, enthusiasm & interpersonal relationships

Important across all the managerial levels

Main component: Emotional intelligence

Learning How to Manage Essential Managerial Skills

Human skills

Emotional intelligence

Learning How to Manage Essential Managerial Skills

Human skills

Emotional intelligence

1) Self-awareness—understanding moods and emotions

2) Self-regulation—thinking before acting; controlling disruptive impulses

3) Motivation—working hard and persevering

4) Empathy—understanding the emotions of others

5) Social skills—gaining rapport and building good relationships

Learning How to Manage Essential Managerial Skills

Conceptual skills

The ability to think analytically and solve complex problems

Help to deal with ambiguous issues involved many complications and longer-term consequences

Relatively important for top managers

Learning How to Manage Essential Managerial Skills

Learning How to Manage Skill & Outcome Assessment

Managerial competency: skill- based capability that contributes to high performance in management

Key personal features for managerial success:

Communication

Teamwork

Self-Management

Leadership

Critical thinking

Professionalism

Appendix

Management 8th edition: Personal Management Edition – John

R.Schermerhorn, JR.

Exploring Management 3rd edition – John R.Schermerhorn, JR.

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Thank you

for listening