Transcript Slide 1
Opportunities & Challenges Managers and Management Managers in today’s market must update tools and principles on a continuous basis. Management development is increasingly global in outlook and places a high value on contributing to organizational effectiveness and competitive advantage. To be successful a manager must use and integrated approach, using a combination of tools and principles. Management Development High performance leading organizations are increasingly distinguished by 7 features: 1. Linking management development to business plans and strategies. 2. Being boundless, flat, nonhierarchical 3. Using global and cross cultural orientation 4. Individualizing learning that is focused within the context of organizational learning 5. Applying customized training aligned with corporate culture 6. Employing a career development focus 7. Focusing on the development of core competencies. Management is also a Human Activity As a human activity management emphasizes the importance of employees with whom managers work and whom they manage in accomplishing an organization’s objectives. In organizations, people are the most important asset. Successful managers understand this and recognize the need to establish a strong bond between the organization and the relationships of the manager and the people they manage. Challenges and Opportunities for OB Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Empowering People Coping with Temporariness Stimulating Innovation and Change Improving Ethical Behavior – defining right & wrong Information Technology Managing Diversity Changing Demographics of Workforce Ethical Behavior Changed Employee Expectations Technology Transfo rmation OB Challenges Globalisation The Flip Side Access to a Changing Marketplace Large Scale Business Transformation Superior Customer Service Workforce Empowerment Total Quality Alliances with Suppliers & Customers Continuous Learning People are the purpose and profits are the means, and not the other way round. It should not be: people are the resources & profits the purpose – Bohdan Hawrlyshyn, Economist & Advisor to Ukranian President Globalisation Inequality – Share of global income of poor people has fallen from 2.3 to 1.4% in the last decade Total world income increased by 2.5% annually; actual number of people living in poverty increased GE has assets of $500 billion, more than GDP of some countries Disregarding environment in stampede for mega profits & marketplace supremacy Corporate power restricting individual freedom Increased Foreign Assignments Different Cultures Outsourcing Globalisation Challenges Globalisation effects Managers & Professionals Internationalisation puts a premium on certain competencies / skills Managerial learning is critical: Teamwork Managing careers in the global context Globalization is neither new nor in general a folly. While we have good reasons to address difficulties arising out of globalization, we must be careful that we do not end up choosing the life of the kupamanduka (the frog in the well whose view of the world is confined to that space)” Amartya Sen, Nobel Laureate “ Alternative to Globalization? “ Think Globally, Act Locally” Localization reverses the trend of globalization by discriminating in favor of the local. Depending on context, the 'local' may be part of a nation state, the state itself or even a regional grouping of states. At the heart of localization is a rejection of today's environmentally and socially damaging subservience in the name of 'international competitiveness'. The Indian Way India’s Green Revolution Since 1985 India has lifted more than 100 million people out of desperate poverty in urban centers and the hinterland alike, according to research by the McKinsey Global Institute India’s best companies are targeting global markets But to sustain these advances, the country cannot rest. Its leaders must focus on building infrastructure and developing a thriving labor market. Managing Diversity Language Religion Experiences Marital Status Ethnicity Parental Status Occupation Race Sexual Mental / Physical Primary Orientation Dimensions Qualities Gender Work Experience Secondary Dimensions Age Geographic Location Education Income Barriers to Accepting Diversity Prejudice Ethnocentrism Stereotypes Discrimination Harassment Sexual Harassment Backlash Managing Diversity Increasing Awareness Providing Accurate Information Uncovering Personal Biases & Stereotypes Assessing Personal Beliefs, Attitudes, & Values: Learning about others Overturning Inaccurate Beliefs & Stereotypes Developing an atmosphere of sharing Improving understanding of others Increasing Diversity Skills Cultural Diversity Gender Diversity “At IBM diversity is seen as the ‘bridge between the workplace and the market place and it has become central to IBM’s ability to win in the global market place”. From ethnocentric to Geocentric Age, Gender, Race, Sexual Orientation Changing Demographics of Workforce Age Dual Career Couples Increase in Working mothers From Blue-collar to White-collar Changed Employee Expectations Traditional incentives such as job-security, attractive remuneration, housing etc not enough to attract, retain & motivate workforce Empowerment Quality of Status Employee Influence & Involvement Upward Communications Better Treatment Challenging Assignments Career Advancements Technology Transformation Dimensions of Technology Automation Automation Poor Quality / Low Production Work Simplification Alienation Information Technology Dotcoms Internet Intranet E-mail Mobile phones Conference calls Behavioral Implications of Advanced Technology Leaner Organisations De-layering Downsizing / Rightsizing Outsourcing Wired Organisations Telecommunications Web Conferencing Webinars (Web Seminars) Internet E-mail CCTVs Privacy Group Cohesiveness Motivation Organisational Hierarchies Time Differences Communication Leadership Virtual Offices Changing Nature of Managing Work Different Stressors Temp Staffing Ethical Behavior Ethics : System of moral principles Importance of Ethics Basic Human needs Values create credibility with public Values give management credibility with employees values help in better decision-making Ethics & Profits go together Ethics can protect society better than law can Cultural Influences Organisational Influences Role Expectations Individual Ethical Behavior External Factors Managing Ethics Top Management Code of Ethics Ethics Committee Ethics Hot Lines Ethics training programs Ethics & Law