The 21st Century Workplace

1
The 21st Century Workplace

• The 21st century has brought a new workplace, one
  in which
• Organizations must adapt to rapidly changing
  society with constantly shifting demands and
  opportunities
• Economy is global and driven by innovation and
  technology
• High performing companies gain extraordinary
  results from people working for them. The best
  employers value people!
• Our economy is knowledge based.
• Success is forged in workplaces that are
  continually being reinvented to unlock the
  potential of human intelligence.

2
What are the challenges of working in the new
economy?

• 1. ___________________
• People what they know, what they learn, and what
  they do with it, are the ultimate foundations of
  the organization and how it performs

Intellectual Capital
Intellectual Capital

• ___________ ________ is the collective brainpower
  or shared knowledge of a workforce

Knowledge Worker

• A ________ _________ is someone whose mind is a
  critical asset to employers and who adds to the
  intellectual capital of an organization

3
What are the challenges of working in the new
economy?

• 2. _______________
• People and countries are increasingly
  interconnected through the news, travel, labour
  markets and in business dealings

Globalization
Globalization

• _________________ is the worldwide
  interdependence of resources, markets, and
  business competition that characterize the new
  economy

4
What are the challenges of working in the new
economy?

• 3. _______________
• Continuing transformation of the modern workplace
  through
• The Internet
• Computers
• Information technology
• Automation
• Increasing demand for knowledge workers with the
  skills to fully utilize technology
• Computer literacy must be mastered and
  continually updated

Technology
5
What are the challenges of working in the new
economy?
Diversity

• 4. ___________
• ___________________describes differences in
  gender, age, race, ethnicity, religion,
  orientation, and able-bodiedness among workers
• A diverse and multicultural workforce both
  challenges and offers opportunities to employers
• By valuing diversity, organizations can tap a
  rich talent pool and help everyone work to their
  full potential

Workforce Diversity
6
What are the challenges of working in the new
economy?

• 4. Diversity Continued
• Businesses are improving in valuing diversity but
  inequalities still exist
• A subtle form of discrimination is the
  ______________________, an invisible barrier or
  ceiling that prevents women and minorities from
  rising above a certain level of organizational
  responsibility

Glass Ceiling Effect
7
What are the challenges of working in the new
economy?
Ethics

• 5. ___________
• moral principles that determine good / right
  behaviour as opposed to bad / wrong behaviour
  of a person or group
• Society requires businesses to operate according
  to high moral standards

8
What are the challenges of working in the new
economy?

• 6. _____________
• Wont all be full-time or with one large employer
  in the 21st century
• More likely to involve changing jobs and
  employers over time
• Skills must be portable and of current value
• Skills are not gained once and then forgotten
  they must be carefully maintained and upgraded

Careers
9
Changing Nature of Organizations

• Workplace changes that provide a context for
  studying management
• _________________________ need to fully utilize
  the knowledge, experience and commitment of all
  members
• ____________________________________ -
  traditional hierarchy structure are proving too
  slow, conservative and costly to thrive in
  todays economy
• ____________________________ todays
  organizations are less vertical and more
  horizontal
• _________________________ new opportunities
  appear with each new IT development and
  continually change the way organizations operate
  and how people work

Belief in Human Capital
Demise of Command and Control
Emphasis on Teamwork
Pre-Eminence of Technology
10
Changing Nature of Organizations
Embrace of Networking

• _______________________ organizations are
  networked for intense real time communication and
  coordination both internally and externally
• _____________________________ a new generation
  of workers brings less tolerance for hierarchy,
  more informality and more attention to
  performance as opposed to status and seniority
• ____________________________ workers are
  forcing organizations to pay more attention to
  balance in the often conflicting demands of work
  and personal affairs
• _________________ those companies that get
  products to the market first have an advantage,
  and in any organization work is expected to be
  both well done and timely

New Workforce Expectations
Concern for Work-Life Balance
Focus on Speed
11
Changing Nature of Organizations

• Organizations that fail to listen to their
  customers and fail to deliver quality goods and
  services at reasonable prices will be left
  struggling in a highly competitive environment

12
Managers in the New Workforce

• Organizations perform better when they treat
  their members better
• _______________________ treat employees as costs
  to be reduced
• High performing organizations treat people as
  valuable strategic assets
• It is a managers role to ensure that their
  employees are treated as strategic assets

Toxic Workplaces
13
Changing Nature of Managerial Work

• The work managers perform is less directive and
  more supportive than in the past and can often be
  found working alongside those they supervise
• High performing managers
• Build working relationships with others
• Help others develop their skills and performance
  competencies
• Foster teamwork
• Create a work environment that is
  performance-driven and provides satisfaction for
  workers

14
Changing Nature of Managerial Work

• The organization can be viewed as an
  ________________________ where
• Each individual is a value-added worker
• A managers job is to support workers efforts
• The best managers are known for helping and
  supporting

Upside-Down Pyramid
15
The Organization An Upside-Down Pyramid
16
The Four Functions of Management