Innovation for Turbulent Times

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• Chapter 1
• Innovation for Turbulent Times

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Learning Objectives
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• What is management? Organization?
• What are the skills managers need?
• What are the personal challenges for a new
  manager?
• What roles do managers perform?
• What management competencies are needed today?
• What is unique for managers in small businesses
  and nonprofits?
• How is technology affecting organizations?
• How is leadership viewed today?
• How do managers manage crisis?
• What is e-business and e-commerce?
• What is ERP and CRM?
• What current and historical forces shaping
  management today?

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Definition of Management
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• The attainment of organizational goals in an
  effective and efficient manner through
• Four functions
• planning,
• organizing,
• leading, and
• controlling organizational resources.

Managers use a multitude of skills to perform
functions
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Organizational Performance
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• Attainment of organizational goals in an
  efficient and effective manner

The Process of Management
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Organizational Performance
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• Organization - social entity that is goal
  directed and deliberately structured
• Effectiveness - degree to which organization
  achieves a stated goal
• Efficiency - use of minimal resources (raw
  materials, money, and people) to produce the
  desired volume of output
• Performance organizations ability to attain
  its goals by using resources in an efficient and
  effective manner

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Managerial Levels in the Organizational Hierarchy
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Management Skills
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Exhibit 1.2
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Management Skills
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• Conceptual Skills Cognitive ability to see the
  organization as a whole and the relationships
  among its parts
• Human Skills ability to work with and through
  other people and to work effectively as a group
  member
• Technical Skills understanding of and
  proficiency in the performance of specific tasks

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Functions of Management
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Planning Function
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• Defines goals for future organizational
  performance
• Decides tasks and use of resources needed

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Organizing Function
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• Follows planning
• Reflects how organization accomplish plan
• Involves assignment of
• tasks into departments
• authority and allocation of resources across
  organization

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Leading Function
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• The use of influence to motivate employees to
  achieve the organizations goals.

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Controlling Function
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• Monitoring employees activities
• Determining whether the organization is on target
  toward its goals
• Making corrections as necessary

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Controlling Function - Trends
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• Empowerment and trust of employees training
  employees to monitor and correct themselves
• New information technology provides control
  without strict top-down constraints
• Lack of control can lead to organizational failure

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The Leap From Individual Performer to Manager
Exhibit 1.4
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What is it like to be a Manager?
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• Manager Activities
• Adventures in Multitasking
• Life on Speed Dial
• Managers Role
• Set of expectations for ones behavior
• Diverse activities --10 roles

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Ten Manager Roles
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Managing in Small Businesses and Nonprofit
Organizations
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• Role Differences
• Source of Financial Resources
• Unconventional Bottomline

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Management and the New Workplace
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Exhibit 1.7
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Management and the New Workplace
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• Forces on organizations
• Technology
• Outsourcing
• Diversity
• New Management Competencies
• Dispersed leadership
• Empowering others
• Collaborative relationships
• Team-building skills
• Learning organization

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Managing During Turbulent Times
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• Stay Calm
• Be Visible
• Put People Before Business
• Tell the Truth
• Know When to Get Back to Business

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The Learning Organization
EXHIBIT 1.6
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Managing the Technology-Driven Workplace

• E-business
• E-commerce
• Business-to-consumer (B2C)
• Business-to-business (B2B)
• Consumer-to-consumer (C2C)

• Innovation in the Workplace
• Enterprise resource planning (ERP)
• Customer Relationship Management (CRM)
• Knowledge Management

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Influential Forces
How do these forces influence organizations and
management?

• Social Forces
• Political Forces
• Economic Forces

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Historical Context