who can finish with next 24 hours in 2000 word limit management assignment with HD quality?

cmm_session_1_compatibility_mode.pdf

Home >Business & Finance homework help >Marketing homework help >who can finish with next 24 hours in 2000 word limit management assignment with HD quality?

30/07/2015

Session 1 – The contemporary workplace

The contemporary workplace

Learning objectives:

• What are the challenges in the contemporary workplace?

• What are organisations like in the contemporary workplace?

• Who are managers and what do they do?

• What is the management process?

• How do you learn the essential managerial skills and competencies?

Working in today’s economy

• A new workplace.

• Today’s economy is a networked economy.

• The new economy is a global economy. National economies are becoming increasingly interdependent.

• Organisations are expected to continuously excel on performance criteria.

• For individuals, there are no guarantees of long‐term employment.

30/07/2015

Intellectual capital

• Employees represent the firm’s intellectual capital. The challenge is to combine the talents of many people, sometimes thousands, to achieve unique and significant results.

• Intellectual capital – The collective brain power or shared knowledge of a workforce.

• Knowledge worker – Someone whose knowledge is an important asset to employers.

Globalisation

• Globalisation:

– The worldwide interdependence of:

• resource flows

• product markets

• business competition.

Technology

• Computers allow organisations of all types and sizes, locally and internationally, to speed transactions and improve decision‐making.

• In ‘virtual space’ people in remote locations can hold meetings, access common databases, share information/files, make plans and solve problems together, without having to meet face to face.

• Computer literacy must be mastered and continuously developed as a foundation for career success.

30/07/2015

Diversity

• Workforce diversity

– Differences among workers in gender, race, age, ethnic culture, able‐bodiedness, religious affiliation and sexual orientation.

• The legal context of HRM is very strict in prohibiting the use of demographic characteristics to make decisions about things like hiring and promotion.

• By valuing diversity, organisations can tap a rich talent pool and help people work to their full potential.

Diversity

• Diversity bias is still a limiting factor in many work settings.

• Prejudice – The display of negative, irrational attitudes towards members of diverse populations.

• Discrimination – Occurs when someone is denied a job or a job assignment for reasons not job‐relevant.

• The glass ceiling effect refers to an invisible barrier limiting the advancement of women and minority groups.

Ethics

• Ethical and social responsibility issues involve all aspects of organisations, the behaviour of their members and their impact on society.

• Expectations now include: – Sustainable development, environmental protection – Product safety and fair practices – Protection of human rights – In the workplace: equal employment opportunities, equity of compensation, privacy, job security, health and safety, and freedom from sexual harassment.

30/07/2015

Careers

• Today’s career implications include:

– Core workers: full‐time, pursuing a traditional career path

– Contract workers: perform specific tasks as needed

– Casual and part time workers: hired as needed.

• The term free agency is increasingly used to describe career management – you must be prepared to change jobs over time, and your skills must be portable and of current value in the market.

Organisations in today’s workplace

• Organisation

– A collection of people working together with a division of labour to achieve a common purpose.

– An organisation should return value to society and satisfy customers’ needs to justify its continued existence.

• Open systems

– Transform resource inputs from the environment into product or service outputs.

Organisations as open systems

30/07/2015

Organisational performance

• Value is created when resources are used in the right way, at the right time, at minimum cost to create high‐quality goods/services.

• Performance measures include: – Productivity – the quantity and quality of work performance, with resource use considered.

– Performance effectiveness – an output measure of task or goal accomplishment.

– Performance efficiency – a measure of resource cost associated with goal accomplishment.

Productivity and the dimensions of

organisational performance

Changing nature of organisations

• Important organisational transitions include: – pre‐eminence of technology – demise of command and control – focus on speed – embrace networking – belief in empowerment – emphasis on teamwork – new workforce expectations – concern for work‐life balance.

• Total quality management (TQM) is managing with commitment to continuous improvement, product quality & customer satisfaction.

30/07/2015

Managers in today’s workplace

• Managers

– The people in organisations who directly support and help activate the work efforts and performance accomplishments of others.

• Top managers

– Guide the performance of the organisation as a whole, or one of its major parts.

– Common job titles include chief executive officer, chief operating officer, managing director and director.

Levels of managers

• Managers work in different capacities within organisations.

– Middle managers oversee the work of large departments or divisions.

– Project managers coordinate complex projects with task deadlines and people with many areas of expertise.

– Team leaders or supervisors report to middle managers and directly supervise non‐managerial workers.

Types of managers

• Line managers directly contribute to the production of basic goods or services.

• Staff managers use special technical expertise to advise and support line workers.

• Functional managers are responsible for one area of activity such as finance, marketing or sales.

• General managers are responsible for complex organisational units that include many areas.

• Administrators work in public or not‐for‐profit organisations.

30/07/2015

Managerial performance

• Accountability

– The requirement to show performance results to a supervisor.

• Quality of work life (QWL)

– The overall quality of human experiences in the workplace.

The organisation as an

‘upside‐down pyramid’

The management process

30/07/2015

The management process

• Management: The process of planning, organising, leading & controlling the use of resources to accomplish performance goals.

• Planning: The process of setting objectives and determining how to accomplish them.

• Controlling: The process of measuring performance and taking action to ensure desired results.

• Organising: The process of assigning tasks, allocating resources and arranging activities to implement plans.

• Leading: The process of arousing enthusiasm and directing efforts towards organisational goals.

Mintzberg’s ten managerial roles

Managerial agendas and networks

• Agenda setting – Action priorities that include goals and plans that span long and short time frames.

– Good managers implement their agendas by working with people inside and outside the organisation, which is made possible by networking.

• Networking – The process of building and maintaining positive relationships with people whose help may be needed to implement work agendas.

30/07/2015

Managerial learning

• Lifelong learning

– Continuous learning from daily experiences and opportunities.

– Especially in today’s dynamic environment, a commitment to lifelong learning helps us build skills that are up‐to‐date and valuable in the market.

• Skill

– The ability to translate knowledge into action that results in desired performance.

Essential managerial skills

• Technical skill – The ability to use a special proficiency or expertise in your work.

• Human skill – Ability to work well with other people.

• Emotional intelligence – Ability to manage ourselves and our relationships.

• Conceptual skill – Ability to think analytically and solve complex problems.

30/07/2015

Skill and outcome assessment

• Managerial competency – A skill‐based capability for high performance in a management job.

• Competencies for managerial success include: – Communication – Teamwork – Self‐management – Leadership – Critical thinking – Professionalism

Session 1 – The contemporary workplace

Summary:

• What are the challenges in the contemporary workplace?

• What are organisations like in the contemporary workplace?

• Who are managers and what do they do?

• What is the management process?

• How do you learn essential managerial skills and competencies?