Chapter 1

Managing in Turbulent Times

Organizational Change

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Pace continues to accelerate
Change is major source of business risk

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Driving Forces

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Telecommunications
Diversity of Workers
Public consciousness
Global marketplace
Community of stakeholders

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2

Driving Force: Technology

Ever-advancing
Technology has shrunk the world

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3

Driving Force: Diversity

Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
4

Driving Force: Public Consciousness

Public consciousness has become much more sensitive and demanding that organizations be more socially responsible

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5

Driving Force: Global Marketplace
Strive to remain competitive in the face of increasingly tough global competition
Much of the 3rd-world countries have joined the global marketplace, creating a wider arena for sales and services
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6

Driving Force: Stakeholders
Community of Stakeholders
Organizations are responsible to stockholders, and
Focus on building relationships with employees, customers, partners, and suppliers
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7

Nature of Management
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Cope with diverse, far-reaching challenges

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Driving Forces
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Telecommunications
Diversity of Workers
Public consciousness
Global marketplace
Community of stakeholders

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8

Shift in Mindsets to Navigate Turbulence
Managers are asked to...
 Do more with less
 Engage whole employees
 See change rather than stability as natural
 Create vision and cultural values that encourage collaborative workplace

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9

Making a Difference Today
Requires integrating...
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Tried and true management skills
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New approaches that emphasize
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Human touch
Enhance flexibility
Involve employees’ hearts, minds, and bodies

Successful organizations don’t just happen... they are managed to be that way!
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10

Definition of Management
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The attainment of organizational goals in an effective and efficient manner through
Four functions
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planning, organizing, leading, and controlling organizational resources.

Managers use a multitude of skills to perform functions
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11

Functions of Management
Planning
Select goals and ways to attain them Organizing

Controlling
Monitor activities and make corrections

Assign responsibility for task accomplishment Leading
Use influence to motivate employees

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12

The Process of Management
Planning
Select goals and ways to attain them Performance

Resources
•Human
•Financial
•Raw Materials
•Technological

•Attain goals
Organizing

Controlling
Monitor activities and make corrections Assign responsibility for task accomplishment •Information

•Products
•Services
•Efficiency
•Effectiveness

Leading
Use influence to motivate employees
Exhibit 1.1 – page 9

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