Chapter 1 Notes: Organization: An organization is a collection of people working together to achieve a common purpose All organizations share a broad

ad purpose - providing useful goods and/or services that return value to society and satisfy customer needs Organizations interact with their environments to transform resources into products and services

Six Challenges of the New Economy: 1. Intellectual Capital: 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 is the collective brainpower or shared knowledge of a workforce A knowledge worker is someone whose mind is a critical asset to employers and who adds to the intellectual capital of an organization 2. Globalization National boundaries of world business have largely disappeared People and countries are increasingly interconnected through the news, travel, labour markets and in business dealings Globalization is the worldwide interdependence of resources, markets, and business competition that characterize the new economy 3. Technology Continuing transformation of the modern workplace through: i. The Internet ii. Computers iii. Information technology iv. Automation Increasing demand for knowledge workers with the skills to fully utilize technology Computer literacy must be mastered and continually updated 4. Workforce Diversity describes differences in gender, age, race, ethnicity, religion, sexual 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 Businesses are improving in valuing diversity but inequalities still exist Prejudice is a preconceived opinion or attitude not based on reason or experience Prejudice turns to discrimination when minority members are unfairly treated and denied the full benefits of organizational membership A subtle form of discrimination is the glass ceiling effect, an invisible barrier or ceiling that prevents women and minorities from rising above a certain level of organizational responsibility 5. Ethics 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

Corporations, by law, are required to have an elected Board of Directors to represent the best interests of the shareholders One issue raised by recent business ethics failures is the role of Corporate Governance -- the active oversight of management decisions and company actions by the Board of Directors Emphasis today on restoring the strength of corporate governance the expectation is that boards will hold management accountable for ethical and socially responsible behaviour

6. Careers st Wont all be full-time or with one large employer in the 21 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 Critical Survival Skills for the New Economy Mastery you need to be good at something; you need to be able to contribute something of value Contacts/Network you need to know people; links with peers and others are essential Entrepreneurship act as if running your own business; spot opportunities and ideas and embrace them Embrace Technology understand and use technology effectively Marketing communicate your successes and progress not just yours but your work groups too Passion for Renewal continuous learning and updating; need to stay current Organizational Performance For an organization to perform well, resources must be well utilized and customers well served Value is created when an organizations operations add value to the original cost of resource inputs When value creation occurs: Businesses earn a profit Nonprofit organizations add wealth to society Provide a public service that is worth more than its cost (E.g. fire protection in a community) The best organizations measure their performance in a variety of ways and on a constant basis A common measure of overall performance is Productivity - the quantity and quality of work performance, relative to the resources used Performance Effectiveness is an output measure of task or goal accomplishment E.g. if you work in the manufacturing area of Dell Computers, performance effectiveness may mean that you meet a daily production target in terms of quantity and quality of keyboards assembled Performance Efficiency is an input measure of the resource costs associated with goal accomplishment The most efficient production is accomplished at a minimum cost in materials and labour

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 Total Quality Management: an organization-wide commitment to continuous improvement and meeting customer needs completely Organizations perform better when they treat their members better Toxic Workplaces 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

What is a Manager? A Manager is a person in an organization who supports and is responsible for the work of others A manager is responsible for the overall performance and accomplishments of a team, work group, department or even organization as a whole The people who managers help (subordinates) are the ones whose tasks represent the real work of the organization Every managers job entails a key responsibility - to help other people achieve high performance

Levels of Managers 1. Top Managers responsible for performance of an organization as a whole or for one of its larger parts. Have job titles such as CEOs, Presidents, VPs, etc. They pay special attention to the world outside the business, they are alert to potential long run problems and develop strategies for dealing with them

2. Middle Managers are in charge of relatively large departments or divisions Work with top management and coordinate with peers to develop and implement action plans to accomplish organizational objectives 3. Team Leaders / Supervisors in charge of a small work group of non-managerial workers Often called first line managers Team leaders or supervisors make sure that their work teams meet goals that are consistent with the plans of middle and top management. Responsibilities of Team Leaders Plan meetings and work schedules Clarify goals and tasks, and gather ideas for improvement Appraise performance and counsel team members Recommend pay raises and new assignments Recruit, develop, and train team members Encourage high performance and teamwork Inform team members about organizational goals and expectations Inform higher levels of team needs and accomplishments Coordinate with others teams and support the rest of the organization Types of Managers (Administrators, Functional, General, Line, Staff) Line Managers Staff Managers

directly contribute to the production of the organizations goods or services use technical expertise to advise and support the efforts of line workers

 Functional Managers

are responsible for a single area of activity, such as marketing, accounting, sales, etc

General Managers Administrators Managerial Performance

are responsible for more complex units that include many functional areas work in public and nonprofit organizations

Accountability is the requirement of a person to answer to someone of higher authority for performance results The team leader is accountable to the middle managers, Middle managers are accountable to top managers and __top_______ managers are accountable to the board of directors Effective managers fulfill performance accountability by helping others to achieve high performance outcomes and experience satisfaction in their work High performing managers Build __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

Levels and Types of Managers Example

Consider the following managers within a school board. Beside each, write their level and type.

Level

Type

Position (role)
Director of Education - ultimately responsible for all operations within the school board Superintendents oversee a group of schools or other departments within the board Principals responsible for all operations within the school Head Custodians responsible for the overall maintenance of a school Head Secretaries responsible for overseeing the overall performance of a school office Cafeteria Manager responsible for the smooth operation of the cafeteria Computer Technician responsible for operation and maintenance of computer systems within a school

The Management Process It is the job of managers to create environments that enable and encourage people to work hard and to perform to the best of their abilities in order for the organization to achieve high productivity and high efficiency There are four functions of management: o Planning involves setting objectives and determining what should be done to accomplish them

o o o

Organizing assigning tasks, organizing resources (human and other resources), and coordinating activities to meet organizational goals (plans) Leading arousing enthusiasm and inspiring efforts to achieve goals Controlling measuring performance and taking action to ensure desired results

Nature of Managerial Work Henry Mintzberg identified 10 roles of managers which can be broadly classified into 3 groups: Interpersonal roles, Informational roles and Decisional roles o Interpersonal Roles involve interactions with persons inside and outside the organization o Informational Roles involve getting, giving and analyzing information o Decisional Roles using information to make decisions, solve problems and take advantage of opportunities Katz identified three essential types of managerial skills o Technical skills ability to use expertise to perform a task with proficiency o Human skills ability to work well with people o Conceptual skills ability to think analytically and solve problems Katz believes that while all managers need each type of skill, the need for each type of skill changes with the level of management