LECTUREPEDIA - Ajarn Paul Tanongpol, J.D.; M.B.A.;B.A.; CBEST
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LECTUREPEDIA - Ajarn Paul Tanongpol, J.D.; M.B.A.;B.A.; CBEST
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CHAPTER 1 The Dynamic New Workplace
1. WORKING IN THE NEW ECONOMY a. Intellectual Capital b. Globalization c. Technology d. Diversity e. Ethics f. Careers
2. ORGANIZATION IN THE NEW WORKPLACE a. What is an Organization? b. Organization as a System c. Organizational Performance d. Changing Nature of Organizations
3. MANAGERS IN THE NEW WORKPLACE a. What is a manager? b. Level and Types of Managers c. Managerial Performance d. Changing Nature of Managerial Work
4. THE MANAGEMENT PROCESS a. Functions of management b. Managerial Activities and Roles c. Managerial Agendas and Networks
5. MANAGERIAL LEARNING a. Essential Managerial Skills b. Skill and Outcome Assessment c. Getting Connected with Management
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1. WORKING IN THE NEW ECONOMY a. Intellectual Capital i. IC is defined as the collective brainpower or share knowledge of the workforce that can be used to create value. Combine unique talents of many people to create significant results.
ii. Knowledge Worker 1. Someone whose mind is a critical asset to the employer. He/she adds to the intellectual capital pool.
b. Globalization i. Globalization is the worldwide interdependence of resource flows, product markets, and business competition.
ii. The world is increasingly arranging in economic blocs, ASEAN, EU, NAFTA, etc. Africa is also emerging.
c. Technology i. Computers and the Internet changed the world forever. The workplace is also changing. People are beginning to use more and more technology in the workplace. ii. New form of business is emerging: e-business, e-government, etc. iii. In the old economy, space and time separate people across the world. However, today’s technology makes everyone and everything real time. We have “virtual space” and “real time.”
d. Diversity i. Workforce diversity describes the differences among workers in gender, race, age, ethnic, culture, ability, religion and sexual orientation. 1. In the case of Thailand, does this diversity exist? Is the Thai society or workforce homogenous or heterogeneous? ii. Prejudice Display of negative, irrational attitudes towards women or minorities.
iii. Discrimination Actively denies women and minorities the full benefits of organizational membership.
iv. Glass Ceiling Effect Invisible barriers limiting the advancement of women and minorities.
e. Ethics i. Ethics is defines as knowing right from wrong. This is culturally and legally defined. Is the morality of one society applicable in another in a case of international business. Corruption may be acceptable in one country, in another country it may be criminal.
ii. Closely related to ethics is social responsibility. While ethics may be expected of an individual or natural person, social responsibility is expected of an organization. Are these two inter-changeable or are they distinguishable?
iii. Corporate citizenship Green products and socially acceptable conduct by corporation. Treat its workers humanely and do not pollute the environment.
f. Careers i. Core workers ii. Contract workers iii. Part-time workers
m In your work life, you may pass through one of the three forms of worker type, either by choice or by forces beyond your control. Whatever path you take, your skills must be portable and of current value in the market. You must learn new skills and upgrade your existing skills.
2. ORGANIZATION IN THE NEW WORKPLACE The new workplace is driven by technology. This is the information age. You must be comfortable with technology and able to use it. Every job requires the use of computer. This is the wired wild workplace. Knowledge of technology is not enough, you have to understand the nature of organization.
a. What is an Organization? i. An organization is defined as a collection of people working together to achieve a common purpose. An organization can perform and achieve more collectively than what an individual can do individually.
ii. How much common must the purpose be? Can you have limited commonality for a limited time? Soviet & Allied against NAZI in WWII.
iii. Clear purpose translates into quality products and customer satisfaction. This is the source of organizational strength and performance
iv. Clear purpose of the organization may be translated into organizational culture and in turn produces loyalty.
b. Organization as a System i. An organization is an open system. An open system transforms resource inputs from the environment into product outputs.
ii. In an open system, the customer is king. Feedback from the environment, the market or customers tell the organization how it is doing. An open system is a customer-centered system.
c. Organizational Performance i. Productivity 1. The quantity and quality of work performance, with resource utilization considered. m Productivity ð Output m Output ð Material + Labor m The problem is that output alone does not tell us anything about management performance. Production for the sake of production will soon bankrupt your resources.
ii. Performance Effectiveness 1. The output produced achieved the goal of the organization. The company wants to produce a product, that product has been produced. We can say that the management is effective. However, this is not better than productivity. What was the cost of the production?
iii. Performance Efficiency It is a measurement of resource cost associated with accomplishment. However, this definition is not good enough. Efficiency means with available resource, you must produce with the lowest cost and obtain the highest output.
d. Changing Nature of Organizations i. Preeminence of technology ii. Demise of command-and-control iii. Focus on speed iv. Embrace networking v. Belief in empowerment vi. Emphasis on teamwork vii. New workforce expectation viii. Concern of work-life balance.
m Total Quality Management (TQM) Emphasizing continuous improvement and customer satisfaction.
"TQM is a management approach of an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction,and benefits to all members of the organization and to society." In Japanese, TQM comprises four process steps, namely: 1. Kaizen – Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable. 2. Atarimae Hinshitsu – Focuses on intangible effects on processes and ways to optimize and reduce their effects. 3. Kansei – Examining the way the user applies the product leads to improvement in the product itself. 4. Miryokuteki Hinshitsu – Broadens management concern beyond the immediate product. TQM requires that the company maintain this quality standard in all aspects of its business. This requires ensuring that things are done right the first time and that defects and waste are eliminated from operations. SEE WIKIPEDIA.ORG.
3. MANAGERS IN THE NEW WORKPLACE a. What is a manager? A manager is someone who supports and is responsible for the work of others. This is a definition provided by the book. What is wrong with this definition? This definition is a blame shifting. It makes the manager, not a leader, but someone in a supportive role. Yet at the same time, the manager takes the blame for mistakes of other people. Is this a new role of the manager?
b. Level and Types of Managers i. Top Managers ð Lead the organization. ii. Middle Managers ð Oversees departments. iii. Project Manager ð Coordinate project/deadline iv. Team Leader or Supervisor ð Report to Mid/direct non-mgr
Types of Managers m Line Managers ð Reports to Mid level m Staff Manager ð Support line workers m Functional Managers ð Area specific, i.e. accounting m General Managers ð responsible for complex area m Administrator ð GM in non-profit
c. Managerial Performance i. Accountability 1. Requirement to show performance result to supervisor. Answers to higher authority. 2. However, in addition to performance accountability, manager also help other workers to achieve satisfaction in their workplace.
ii. Quality of work life 1. Fair pay 2. Safe working condition 3. Retooling 4. Promotion & growth 5. Respect individual rights
d. Changing Nature of Managerial Work
4. THE MANAGEMENT PROCESS a. Functions of management Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goal.
i. Planning The process of setting objectives and determining what should be done to accomplish them.
ii. Organizing The process of assigning tasks, allocating resources, and arranging activities in implementing plans.
iii. Leading The process of arousing enthusiasm and directing efforts towards organizational goals.
iv. Controlling The process of measuring and taking action to ensure desired results.
b. Managerial Activities and Roles
c. Managerial Agendas and Networks Good managers implement their agendas by working with people inside and outside of their organization by networking. Networking is building and maintaining positive relationship with people whose help may be needed to accomplish one’s agenda. Networking is investment in human relationship. The dividends of that investment is the help you expect to receive and receive in the future.
5. MANAGERIAL LEARNING a. Essential Managerial Skills i. Skills 1. A skill is the ability to transfer knowledge into action that result in desired performance.
ii. Technical Skills 1. It is the ability to use special proficiency or expertise in one’s work.
iii. Human Skills 1. Ability to work well in cooperation with other people. iv. Emotional Intelligence 1. The ability to manage ourselves and our relationships effectively. v. Conceptual Skills 1. The ability to think analytically and solve problem.
b. Skill and Outcome Assessment i. Managerial Competency A skill-based capability for high performance in a management job. |
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