PRINCIPLES OF MANAGEMENT With Philip Soward

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PRINCIPLES OF MANAGEMENTWith 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)

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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
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ORGANIZATIONS AS EMPLOYERS HANDYS SHAMROCK
Traditional career paths
LEAF 1 CORE FULL- TIME WORKFORCE
Contingent workers
LEAF 2 INDEPENDENT CONTRACTORS
LEAF 3 TEMPORARY HIRES
Free agents
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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.

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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

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MANAGERIAL WORK
P E R F O R M A N C E

• Planning
• Organizing
• Leading
• Controlling

THE SETTING

• hectic pace
• interruptions
• interactions
• many tasks
• long hours

THE PROCESS
THE RESULTS
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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.

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Mintzbergs Managerial Roles
INFORMATIONAL

• Figurehead
• Leader
• Liaison

INTERPERSONAL

• Monitor
• Disseminator
• Spokesperson

DECISIONAL

• Entrepreneur
• Disturbance handler
• Resource allocator
• Negotiator

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