Assignments and supplementary documents for all units in Business Management can be found on this page. You can use the table of contents located below, or the Ctrl-F function to quickly navigate this page.
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The 21st century has brought with it a new workspace, one in which everyone must adapt to a rapidly changing society with constantly shifting demands and opportunities. Learning and speed are in; habit and complacency are out. Organizations are fast changing, as is the nature of work itself. The economy is global, driven by innovation and technology. Even the concept of success, personal and organizational, is evolving as careers take new forms and organizations transform to serve new customer expectations.
The best employers share an important commitment to people. Amidst high performance expectations, they offer supportive work environments that allow people's talents to be fully utilized while providing them with both valued rewards and respect for work-life balance. According to management scholars Charles O'Reilly and Jeffrey Pfeffer, success is achieved by high-performing companies because they are better than their competitors at getting results from the people working for them.
Content from Management, page 4
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Themes of empowerment, involvement, flexibility, and self-management are prevalent in modern management practice.
However, the legacies of this rich history of management must be understood as we move rapidly into the new conditions and challenges of 21st century management. The historical context of management thinking can be understood in the following frame work. The classical management approaches focus on human needs, the work group, and the role of social factors in the workplace. The quantitative management approaches focus on applying mathematical techniques for management of problem solving. The modern approaches focus on the systems view of organizations and contingency thinking in a dynamic and complex environment. Continuing themes build from an emphasis on quality and performance excellence to embrace diversity and global awareness, and describe new leadership roles for a new era of management.
Content from Management, page 92
This is the age of the global economy in which resource supplies, product markets, and business competition are worldwide rather than purely local or national in scope. It is also a time heavily influenced by the forces of globalization. Harvard scholar Rosabeth Moss Kanter describes it as "one of the most powerful and pervasive influences on nations, businesses, workplaces, communities, and lives..."
And that's not all. More and more companies are engaging in social outreach and including environmental issues and social concerns among top corporate goals. Global warming, global sustainability, and environmental protection are all on the agenda as organizations pursue what some call "the greening of the bottom line."
Content from Management, page 116 & 146
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In our fast-paced world of globalization and changing technologies, the "long-term" aspect of strategy is becoming ever shorter. As it does so, the challenges to the strategist become even greater.
Strategic management is the process of formulating and implementing strategies to accomplish long-term goals and operate in such a way that allows it to outperform its rivals. Strategic managers look ahead and understand both the organization and its business environment. They must think strategically as they try to position their firms for new markets and must be strategic in deciding how to operate. Most importantly, they must determine what customers and clients really want.
Content from Management, page 203
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We know that organizations are changing rapidly. Teams and teamwork are increasingly essential to strategic advantage; working across functions, in networks, in virtual links, and in real time are part and parcel of today's high-performance work settings.
Organizational design is the process of choosing and implementing structures that best arrange resources to serve the organization's mission and objectives. The ultimate purpose of organizational design is to create an alignment between supporting structures and situational challenges. This includes taking into consideration the implications of environment, strategies, people, technology, and size.
The process of human resource management involves attracting, developing, and maintaining a talented and energetic workforce to support organizational mission, objectives, and strategies. In order for strategies to be well implemented, workers with relevant skills and enthusiasm are needed.
Content from Management, page 282 & 306
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c. Case Studies
e. Organizational Design Activity
i. Collective Bargaining Game
p. Issues in the Workplace Assignment
Today's leaders are being challenged in new and demanding ways. The time frames for getting things accomplished are becoming shorter; leaders are expected to get things right the first time, with second chances few and far between; the problems to be resolved through leadership are complex, ambiguous, and multidimensional; leaders are expected to be long-term oriented even when meeting demands for short-term results.
To succeed as a leader in our new workplace, one must be good at dealing with all aspects of communication, interpersonal relations, motivation, job design, teamwork, and change.
Content from Management, page 336
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Most tasks in organizations are well beyond the capabilities of individuals alone; they can only be accomplished by people work together in teams. Especially in this age of intellectual capital and knowledge work, true managerial success will be earned in substantial part through success at mobilizing, leading, and supporting high-performing teams. The new organizational designs and cultures require it, as does any true commitment to empowerment and employee involvement. There is no doubt that teams are indispensable to the new workplace.
The question for managers and team leaders thus becomes: How do we make sure that teams and teamwork are utilized to everyone's best advantage?
Content from Management, page 416
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