Opportunities & Challenges

Managers and Management

Managers in todays 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 organizations 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

OB Challenges
Technology Transfo rmation

Changed Employee Expectations

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 Increased Foreign

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

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 Indian Way

Indias 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
Indias 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 Parental Status

Ethnicity

Rac e

Sexual Mental / Primary Orientation Dimension Physical Qualities s Gender Age

Geographi c Location

Education

Occupation Income Work Experience Secondary Dimension s

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 IBMs 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

Organisation al 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