21st Century Management:

1
21st Century Management
Issues that are keeping researchers busy and
managers harried

• Wayne Smith, Ph.D.
• wayne.smith_at_csun.edu
• Department of Management

2
The Shrinking Middle Class
3
(No Transcript)
4
Complexity
5
(No Transcript)
6
(No Transcript)
7
(No Transcript)
8
(No Transcript)
9
Organizational Complexity

• Birkenshaw, J., and Heywood, S. (2009), Too Big
  to Manage?, Wall Street Journal (MIT special
  section), Oct. 26, p. R3
• Are some companies simply too complex to be run
  effectively?
• Types of Complexity
• Dysfunctional
• Creeps into companies over time, perpetual
  practices
• Designed
• Expecting the benefits of complexity to outweigh
  costs
• Inherent
• The rules that exist when everything else is
  automated
• Imposed
• Largely beyond the control of the organization

10
Mindfulness
11
(No Transcript)
12
(No Transcript)
13
Organizational Psychology

• Rock, D. (2009), Managing with the Brain in
  Mind, StrategyBusiness, Issue 56. Autumn.
• Neuroscience research is revealing the social
  nature of the high-performance workplace.
• http//www.strategy-business.com/article/09306?gko
  5df7fcidenews2009
• Functional MRI (physiological) leading to a SCARF
  (psychological) model
• Status and its discontents
• A Craving for certainty
• The Autonomy factor
• Relating to relatedness
• Playing for Fairness

14
Organizational Productivity

• Zeldes, N. (2009), Infoglut Its the Disease of
  the New Millennium. How do we Treat It?, IEEE
  Spectrum, Oct.
• From plan-driven to interrupt-driven (Mark)
• An interruption occurs approximately every 3
  minutes
• It takes 1 minute to get back to where you were
  for each interruption
• Attention Deficit Trail (Hallowell)
• Interruptions degrade accuracy, judgment,
  creativity, and effective management
• What is quality or creative time?
• Can it be expressly designed into professional
  life?

15
We are all Technology Managers now
16
(No Transcript)
17
(No Transcript)
18
(No Transcript)
19
Measurement of PerformancePsychology (of
Individuals) or Sociology (or Networks)
20
(No Transcript)
21
Replicating Organizational Success
22
Organizations and Culture

• Gittell, Jody. (2003), The Southwest Airlines
  Way Using the Power of Relationships to Achieve
  High Performance, New York McGraw-Hill.
• Can an organization have a distinctive set of
  organizational practices?
• Relational Coordination
• Leadership credibility (care about workers)
• Investment in front-line supervision
• Selection and training based on relational
  competence (teams)
• Proactive conflict resolution based on mutual
  understanding
• Efforts to bridge work and family
• Identification and use of boundary spanners
  (operations agents)
• Performance measurement that focuses on processes
  (not blame)
• Maintenance of job flexibility by minimizing work
  rules
• Treatment of Unions as partners, not adversaries
• Cultivation of solid relationships with suppliers
• Can other airlines (or other organizations)
  replicate SouthWests success?