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INTRODUCTION TO GLOBAL MANAGEMENT

GMS200

Dr. William Onuwa

June August 2011

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Course Overview

Course Objectives

- Communication; Critical thinking; Group & individual dynamics

Course Evaluation-2 Assignments; 2 Simulation quiz; group Simulation report;

Mid-term multiple choice test; Final exam

Course InstructorDoctorate from University Of Surrey, England

Over 20 years in Financial Services Senior executive Management

Worked in Europe, USA, Caribbean & Canada

Currently a Risk Management Senior Executive

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Classroom Ground Rules for course

Punctuality In getting to Class

All cell phones must be turned off in class

No reading news papers or magazines in class

Respect the views of your fellow student

No side talk or chat while class is in session

All assignments to be submitted on time

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The Dynamic New Workplace

What is the Dynamic new workplace?

Key learnings about the dynamic new workplace in the new economy?

What are the current examples thathighlight some the dynamism in the newwork place?

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Understanding The Dynamic New Workplace

A dynamic workplace is one where the environment and the

Work itself is constantly changing due to societal changes.

This is a reflection of the constantly shifting demands andOpportunities which is influenced by global innovations

And technology.

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Characteristics of the 21st century workplace

Organizations must adapt to rapidly changing society.

Economy is global and driven by innovation and

technology.

High performing companies gain extraordinary results

from people working for them.

Interdependent, knowledge based

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Working in the New

Economy

Organizations in the New

Workplace

Managers in the New

Workplace

The Management

Process

Intellectual Capital

Globalization

Technology

Diversity

Ethics

Careers

What is an organization

Organizations as systems

Organizational

performance

Changing nature of

organizations

What is a manager

Levels and types

of managers

Managerialperformance

Changing nature of

Managerial work

Functions of

Management

Managerial

Activities and

Roles

Managerial

agendas and

networking

Learning How To Manage In The New

Economy

Essential Managerial skills

Skills and outcome assessment

Management learning framework

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Intellectual Capital - People are the ultimate

foundations of organizational performance.

- Intellectual capital is the collective brainpower orshared knowledge of a workforce that can be

used to create value.

Working In the New Economy

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Globalization

- Globalization is the worldwide

interdependence of resource flows, product,

markets, and business competition that

characterize the new economy.

- E.G. Car manufactured in Canada, Grocery

products like Bananas

Working In the New Economy

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Technology

Continuing transformation of the modern

workplace through:

The Internet

World Wide Web

Social media face book, tweeter

Increasing demand for knowledge workers

with the skills to fully utilize technology.

Working In the New Economy

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Diversity

Workforce diversity reflects differences withrespect to gender, age, race, ethnicity, religion,sexual orientation and people with disabilities.

A diverse and multicultural workforce bothchallenges and offers opportunities toemployers.

Migration

Working In the New Economy

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Ethics

Code of moral principles.

Society requires businesses to operate

according to high moral standards.

Emphasis today on restoring the strength

of corporate governance

Enron, Anderson Consulting,

Working In the New Economy

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Careers

Career of 21st century wont be uniformly full-

time and limited to a single large employer

Skills must be portable and always of current

value

Working In the New Economy

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Organization is . . .

A collection of people working together to

achieve a common purpose.

Organizations provide useful goods and/or

services that return value to society andsatisfy customer needs.

Organizations in the new workplace

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Organizations in the new workplace

Critical skills for success in the new workplace

Networking

Entrepreneurship Love of technology

Marketing

P

assion for renewal

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Figure 1.1 Organizations as open systems.

Fortune 500; 100 best company

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Organizational performance

Value is created when an organizations

operations adds value to the original cost ofresource inputs.

When value creation occurs:

Businesses earn a profit.

Nonprofit organizations add wealth to

society.

Organizations in the new workplace

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Figure 1.2 Productivity and the

dimensions of organizational performance.

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Changing nature of organizations mean

Belief in human capital

Demise of command-and-control

Emphasis on teamwork

Preeminence of technology

New workforce expectations Concern for work-life balance

Organizations in the new workplace

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Managers in the New Workplace

A manager is a person in an organization who

supports and is responsible for the work of others.

The people who managers help are the ones

whose tasks represent the real work of the

organization.

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Levels & Types of management:

Top managers responsible for performance of an

organization as a whole or for one of its larger parts.

Middle managers in charge of relatively large

departments or divisions.

Project managers __ coordinate complex projects with

task deadlines.

Team leaders or supervisors in charge of a small

work group of non-managerial workers.

Managers in the New Workplace

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Types of managers

Line managers are responsible for work activities thatdirectly affect organizations outputs.

Staff managers use technical expertise to advise andsupport the efforts of line workers.

Functional managers are responsible for a single areaof activity.

General managers are responsible for more complex

units that include many functional areas. Administrators work in public and nonprofit

organizations.

Managers in the New Workplace

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Managerial performance and accountability

Accountability is the requirement of one

person to answer to a higher authority forrelevant performance results.

Effective managers fulfill performance

accountability by helping others to achieve

high performance outcomes and experience

satisfaction in their work.

Managers in the New Workplace

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Figure 1.3 The organization viewed as an

upside-down pyramid.

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The Management process

Management is the process of planning, organizing,

leading, and controlling the use of resources to

accomplish performance goals.

All managers are responsible for the four functions.

The functions are carried on continually.

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Figure 1.4 Four functions of management

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Figure 1.5 Mintzbergs 10 managerial roles.

Henry Mintzberg was a management author who wrote the classic book

The Nature Of Managerial Work

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Figure 1.6 Katzs essential managerial skills

Robert Katz was a Harvard scholar classified the essential skills of managers

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Competencies for managerial success:

Communication

Teamwork

Self-management

Leadership

Critical thinking

Professionalism

Learning How To Manage

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