1. PRINCIPLES OF MANAGEMENT With Philip Soward LESSON 1 THE DYNAMIC NEW WORKPLACE (Material included from Management 8e by Schermerhorn and from Harvard Business Review, 2000 Sept-Oct article by Kaplan and Norton on Strategy Maps)

2. Competencies for Managerial Success Communication - Demonstrates ability to share ideas and findings clearly in written and oral expression. Teamwork - Demonstrates ability to work effectively as a team member and team leader. Self Management - Demonstrates ability to evaluate oneself, modify behavior, and meet performance obligations. Leadership - Demonstrates ability to influence and support others to perform complex and sometimes ambiguous tasks. Critical Thinking - Demonstrates ability to gather and analyze information for creative problem solving. Professionalism - Demonstrates ability to sustain a positive impression, instill confidence and maintain career advancement. 1 - Extra

3. ORGANIZATIONS AS EMPLOYERS HANDY’S “SHAMROCK” LEAF #1 CORE FULL- TIME WORKFORCE LEAF #2 INDEPENDENT CONTRACTORS LEAF #3 TEMPORARY HIRES Traditional career paths Contingent workers Free agents

4. Critical Survival Skills for the New Workplace Mastery – you need be good at something. Contacts – you need to know people. Entrepreneurship – you must act as if running your own business. Love of technology –you have to embrace technology. Marketing – you need to be able to communicate your successes. Passion for renewal – you need to be continuously learning and changing. 1.1

7. Study Question 2: What are organizations like in the new workplace?  Workplace changes that provide a context for studying management … –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

8. MANAGERIAL WORK hectic pace interruptions interactions many tasks long hours Planning Organizing Leading Controlling P E R F O R M A N C E THE PROCESS THE RESULTS THE SETTING

9. Study Question 4: What is the management process?  Managerial activities and roles … –Interpersonal roles Involve interactions with persons inside and outside the work unit. –Informational roles Involve giving, receiving, and analyzing of information. Decisional roles Involve using information to make decisions in order to solve problems or address opportunities.

10. Mintzberg’s Managerial Roles INFORMATIONAL INTERPERSONAL DECISIONAL Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance handler Resource allocator Negotiator

12. Blind Spot Hidden Self The Unknown Open Area Unknown to youKnown to you Known to others Unknown to others THE JOHARI WINDOW