MGMT 110 Lecture Notes - Lecture 1: Capacity Building, Personal Identity, Wind Instrument
Week 1 – Managing and Organisations
Chapter 1
What is a paradigm? What are some changing paradigms for organisations?
A coherent set of assumptions, concepts, values and practices that constitute a way of
viewing reality
Organisations and technological changes
• Businesses can now move elements of its organisation offshore and employ people
cheaper with a lower standard of living
• Use outsourcing – contracting the provision of certain services to a third party
specialist service provider. Used to save costs and increase productivity by focusing
on the tasks that are peripheral to the business
• Result of globalisation and increased competition
Managing technological changes
• Employees need to be more skilled → environments subject to rapid and radical
change
• Renew staff skills
• Exercising authority
• Negotiating the use and understanding of new technologies
• Employees capable of problem solving rather than reporting problems to manager
Changing relations of service and production
• Material things increasingly being produced in the developing world, whereas, the
developed world is increasingly switching to services
Shifting locations; shifting managing
• Employ and manage different kinds of employees
• Working according to instruction and command wont be an effective way of
managing or being managed
• eause of the high degree of idepedee ad disretio to use their o
judgment, knowledge workers and other professionals often require a leadership
based on iforal peer iteratio rather tha hierarhial authorit
Going global
• competition based on advantages arising from innovation and enterprise
• IT means enterprise and innovation can be globally organised
find more resources at oneclass.com
find more resources at oneclass.com
Managing globally
• Need to manage diversity as it means managing people who are very different from
each other → national, ethnic, religious, age cohort, educational achievement levels,
social status and gender backgrounds
• Learn cultural sensitivities
• Diversity seen as an asset → more insights, knowledge and experience than a
homogenous workforce
• Ensure the organisation has employees that understand the market. Organisations
hose eers dot represet populatio a e see as disriiator i
recruitment
Changing conceptions of time and space
• Internet and other telecommunications
• Whole world present at the touch of a button
Managing time and space
• Problems – work much more accountable and transparent as others can be online
anytime, anywhere
• Cultural sensitivity needed
Changing demographics, changing values
• Baby boomers moving out of the workforce, replaced with people from Gen X and
Gen Y
• Gen X → born 1961-1981. Grew up in the cold war and the collapse of communism.
Often grew up in single parent households, had to negotiate the global industrial
restructuring when seeking first jobs
• Gen Y → late 1980s and 1990s. First digital generation
Managing changing values
• Employing gen X offers challenges for managers wanting to gain commitment from
employees. More cynical than baby boomers
• Gen X and Y → predisposition towards high uncertainty and risk taking because they
dot epet oitet due to seeig other usiesses oe offshore or take
over by new ownership
• Emphasis placed on creativity and innovation rather than traditional control and
command
• Green values and sustainability as well as corporate social responsibility is very high
on the list of values agenda
Changing conceptions of theory and practice
Benefits of academic research:
• Instrumental impact → changes in policy, practices and behaviour
• Conceptual impact → changing knowledge, understanding and attitudes towards
social issues
• Capacity building impact → involvement in research develops skills of those involved
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
A coherent set of assumptions, concepts, values and practices that constitute a way of viewing reality. Used to save costs and increase productivity by focusing on the tasks that are peripheral to the business: result of globalisation and increased competition. Changing relations of service and production: material things increasingly being produced in the developing world, whereas, the developed world is increasingly switching to services. Going global: competition based on advantages arising from innovation and enterprise. It means enterprise and innovation can be globally organised. Organisations (cid:449)hose (cid:373)e(cid:373)(cid:271)ers do(cid:374)(cid:859)t represe(cid:374)t populatio(cid:374) (cid:373)a(cid:455) (cid:271)e see(cid:374) as dis(cid:272)ri(cid:373)i(cid:374)ator(cid:455) i(cid:374) recruitment. Internet and other telecommunications: whole world present at the touch of a button. Managing time and space: problems work much more accountable and transparent as others can be online anytime, anywhere, cultural sensitivity needed. Changing demographics, changing values: baby boomers moving out of the workforce, replaced with people from gen x and. Gen y: gen x born 1961-1981.
