2. 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
4. 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.
5. Working in the new economy
Globalization
Globalization: the worldwide interdependence of resource flows,
product market and business competition.
6. Working in the new economy
Globalization
Not only in trade but also manufacture
7. 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.
8. 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.
9. 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.
10. Working in the new economy
Diversity
Challenges:
Language barrier.
Resistance to change.
Implementation of diversity in the workplace policies.
11. Working in the new economy
Diversity
Hoàng Ngọc Vy – Managing Director of Vien Thong A.
Reorganized company system
Young staff is the core
12. 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.
13. Working in the new economy
Careers
Shamrock’s three leaves :
Core workers.
Contract workers.
Part- time workers
14. Organizations in the New
Workplace
Critical Survival skills
Mastery
Contacts
Entrepreneurship
Love of technology
Marketing
Passion for renewal
15. 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.
16. 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
17. Organizations in the New
Workplace
Organization as Systems
Organization as an open system
18. 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.
19. Organizations in the New
Workplace
Organizational Performance
Productivity
Performance effectiveness
Performance efficiency
20. Organizations in the New
Workplace
Organizational Performance
Productivity and the dimensions of organizational performance
21. 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
22. 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. ….
23. Manager in the New Workplace
What is a manager?
1 manager -> 10.75 people
24. Manager in the New Workplace
Level of managers
Top managers
Midle Managers
Project managers
Team leaders
Supervisors
25. 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…
26. 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
27. 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.
28. 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.
29. 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
30. 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
31. 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.
32. Manager in the New Workplace
Managerial Performance
The organization viewed as an upside-down pyramid
33. 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.
36. The Management Process
Functions Of Management
PLANNING
Identify desired results and ways to achieve them
Set performance objectives & actions that
should be taken
37. The Management Process
Functions Of Management
ORGANIZING
Turn plans into actions
Assigning tasks, allocating resources,
coordinating activities of individuals and groups
38. 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
39. 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
40. 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
41. The Management Process
Managerial Activities and Roles
Henry Mintzberg - Academic and author
on business & management
Managerial roles:
Interpersonal roles
Informational roles
Decisional roles
44. 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.
45. 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.
46. Learning How to Manage
Lifelong learning – process or continuously learning from daily
experience and opportunities
47. Learning How to Manage
Lifelong learning – Importance?
State Farm CEO
Edward B. Rust, Jr.
48. Learning How to Manage
Essential Managerial Skills
A Skill?
3 categories of essential skills
Technical skills
Human Skills
Conceptual Skills
49. 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
50. 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
51. Learning How to Manage
Essential Managerial Skills
Human skills
Emotional intelligence
52. 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
53. 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
55. 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
56. Appendix
Management 8th edition: Personal Management Edition – John
R.Schermerhorn, JR.
Exploring Management 3rd edition – John R.Schermerhorn, JR.
