![Learning Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to Managing The New Workplace
Similar to Managing The New Workplace (20)
More from Gregar Donaven Valdehueza
More from Gregar Donaven Valdehueza (20)
Recently uploaded
Recently uploaded (20)
Managing The New Workplace
- 1. MANAGING THE NEW WORKPLACE MANAGEMENT 6 th Ed. By: Richard Daft Prepared by: GREGAR DONAVEN E. VALDEHUEZA, MBA Lourdes College Instructor
- 11. Relationship of Conceptual, Human, and Technical to Management Level Technical Skills Conceptual Skills Human Skills Top Managers Middle Managers First-Line Managers Nonmanagers (Individual Contributors) Management Level
- 14. Management Levels in the Organizational Hierarchy
- 15. What Is It Like to Be a Manager? Managerial activity is characterized by variety , fragmentation ( the act or process of dividing ), and brevity ( shortness of duration ). The manager performs a great deal of work at an unrelenting ( not relaxing or slackening ) pace.
- 19. Hierarchical Levels and Importance of Leader and Liaison Roles
- 21. Turbulent, more frequent crises Calm, predictable Events Change, speed Stability, efficiency Values Diverse Homogenous Workforce Global, including internet Local, domestic Markets Digital, e-business Mechanical Technology FORCES ON ORGANIZATIONS The New Workplace The Old Workplace
- 22. Experimentation, learning organization Efficient performance Design Collaboration Conflict, competition Relationships By teams By individuals Doing Work Connection to customers, employees Profits Focus Dispersed, empowering Autocratic Leadership MANAGEMENT COMPETENCIES The New Workplace The Old Workplace