Chapter 2 Nelson Quick Organizations Managerial Challenges in
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Chapter 2 Nelson & Quick Organizations & Managerial Challenges in the Twenty-First Century Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
Remaining Competitive: Four Major Challenges to Managers w Globalizing the firm’s operations w Managing a diverse workforce w Keeping up with technological change and implementing technology in the workplace w Managing ethical behavior
Changing Business Perspectives International implies an individual’s or organization’s nationality is held strongly in consciousness Move to Globalization implies the world is free from national boundaries and that it is really a borderless world
Changing Business Perspectives In multinational organizations, the organization is recognized as doing business with other countries Move to In transnational organizations, the global viewpoint supersedes national issues.
Changes in the Global Marketplace w w Collapse of Eastern Europe Union of East and West Berlin Perestroika Expansion of business with China Guanxi – The Chinese practice of building networks for social exchange w Creation of the European Union w Establishment of the North American Free Trade Agreement
Understanding Cultural Differences Individualism Collectivism High power distance High uncertainty avoidance Low power distance Low uncertainty avoidance Masculinity Femininity Long-term orientation Short-term orientation Reprinted with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510 -8020. Cultural Constraints in Management Theories (Figure), G. Hofstede, Academy of Management Executive 7, (1993). Reproduced by permission of the publisher via Copyright Clearance Center, Inc.
Where the U. S. Stands Individualism Collectivism High power distance High uncertainty avoidance Low power distance Low uncertainty avoidance Masculinity Femininity Long-term orientation Short-term orientation Reprinted with permission of Academy of Management, PO Box 3020, Briar Cliff Manor, NY 10510 -8020. Cultural Constraints in Management Theories (Figure), G. Hofstede, Academy of Management Executive 7, (1993). Reproduced by permission of the publisher via Copyright Clearance Center, Inc.
Developing Cross-Cultural Sensitivity w Cultural sensitivity training w Cross-cultural task forces/teams
Diversity All forms of individual differences, including culture, gender, age, ability, personality, religious affiliation, economic class, social status, military attachment, and sexual orientation
Diversity Statistics for the Workplace Cultural 2020 Workforce: 68% white non-Hispanic 14% Hispanic 11% African American 6% Asian Gender 2020 Workforce: 50% male 50% female
Women and Obstacles at Work Today, women make up over 54% of the workforce, earn 32% of all doctorates, 52% of master’s degrees, and 50% of undergraduate degrees BUT Today, women hold less than 13% of Fortune 500 corporate officer positions, earn 77% of what their male counterparts do, and encounter the glass ceiling in the workplace a transparent barrier that keeps women from rising above a certain level in organizations
Diversity Statistics Affecting the Workplace Age By 2030, there will be 70, 000 older persons. People over 65 will comprise 20% of the population. Ability An estimated 54 million disabled live in the U. S. ; their unemployment rate exceeds 50%.
Result in Better Problem Solving Enhance Organizational Flexibility Attract & Retain Talent Diversity Benefits Promote Creativity & Innovation Enhance Marketing Efforts
Slower Decision. Making Possibility of Conflicts Resistance to Change Diversity Problems Lack of Cohesiveness Communication Problems
Technological Innovation Technology The intellectual and mechanical processes used by an organization to transform inputs into products or services that meet organizational goals Examples Internet – integrates computer, cable, telecommunications technologies Expert System - computer-based application using a representation of human expertise in a specialized field of knowledge to solve problems Robotics - use of robots in organizations
Alternative Work Arrangements Telecommuting - transmitting work from a home computer to the office using a modem. Employees l Gain flexibility l Save the commute to work l Enjoy the comforts of home But, they l Have distractions l Lack socialization opportunities l Lack interaction with supervisors l Identify less with the organization
Additional Alternative Work Arrangements Hoteling - employees have mobile file cabinets/lockers for personal storage; work spaces are reserved, not assigned Satellite Offices - large facilities broken into smaller workplaces near employees’ homes Virtual Office- people work anytime, anywhere, with anyone.
Help Employees Adjust to Technological Change by w Involving them in decision making regarding technological change w Providing effective training w Encouraging reinvention (creative application of new technology)
Ethical Theories Rule-Based Theory An ethical theory that emphasizes the character of the act itself rather than its effects Consequential Theory An ethical theory that emphasizes the consequences or results of behavior Character Theory An ethical theory that emphasizes the character, personal virtues, and integrity of the individual
Employee Rights Issues Computerized monitoring Drug testing Free speech Downsizing Layoffs Due process AIDS in the workplace
Sexual Harassment = Unwanted Sexual Attention w Gender Harassment - crude comments; behaviors that convey hostility toward a particular gender w Unwanted Sexual Attention - unwanted touching, unwanted pressure for dates w Sexual Coercion - demands for sexual favors through job-related threats or promises Harassment or Potential Romance?
Organizational Justice Distributive Justice fairness of the outcomes that individuals receive in an organization Procedural Justice fairness by which the outcomes are allocated in an organization Ex. Companies in Danger vs. CEO Salaries Ex. Competence vs. Race and Skill Gender
Individual & Organizational Responsibility Whistle-Blower - an employee who informs authorities of the wrongdoing of his or her company or coworkers n Public Hero n “Vile Wretch” Social Responsibility - the obligation of an organization to behave ethically
Rotary Four-Way Test of What We Think, Say, or Do 1. Is it the TRUTH? 2. Is it FAIR to all concerned? 3. Will it build GOODWILL and better friendships? 4. Will it be BENEFICIAL to all concerned?
Four Challenges to Organizations in the New Millennium Globalization Diversity Technology Ethics
- Structuring organizations for today's challenges
- Quick find vs quick union
- The fan blade is speeding up. what are the signs of
- Chapter 8 types of business organizations
- Chapter 8 section 4
- Chapter 8 business organizations
- Chapter 1 introduction to management and organizations
- Reframing organizations chapter 3 summary
- Chapter 3 information systems organizations and strategy
- Chapter 3 business organizations
- Nelson science perspectives 9 chapter 12
- Ecomics
- Managerial accounting chapter 5 solutions
- Managerial accounting chapter 13 solutions
- Managerial accounting chapter 9
- Chapter 2 solutions managerial accounting
- Chapter 6 managerial accounting solutions
- Managerial accounting chapter 2
- Introduction to managerial accounting
- Managerial accounting chapter 7
- Fundamental concept
- Chapter 1 managerial accounting
- Chapter 1 managerial accounting and cost concepts
- Methods of cost estimation in managerial economics
- Chapter 1 managerial accounting and cost concepts
- Nature and scope of managerial economics