Contemporary Workplace PDF

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Contemporary Workplace Study of organisational behaviour: Investigates the impact that individuals, groups and structures have on human behaviour within organisations Issues to consider:  People  Intellectual capital  Globalisation  Technology  Diversity  Ethics  Careers People Ultimate foundations of organisational performance  Intellectual Capital o The collective brain power or shared knowledge of a workforce that can be used to create value  Want to employ someone who has expertise in getting the job done - not specifically the area of work.  Knowledge Worker o Someone whose mind is an important asset to employers and who adds to the intellectual capital of the organisation  What can someone bring to the company that they previously did not have and the company could benefit from Globalisation The worldwide interdependence of resource flows, product markets and business competition that characterises our new economy. A product is not from one specific place - parts come from all over the world to make one product. Food etc is imported, products are made overseas and shipped in, people are mixed race. Events from all over the world are shown on TV all over the world for anyone to watch whenever they want to. Technology Developments in information technology and the continued expansion of the internet are reshaping organisations, changing the nature of work, and increasing the value of people capable of performing as knowledge workers. Workforce Diversity Describes differences among workers in gender, race, age, ethnic culture, able-bodiedness religious affiliation and sexual orientation Ethics Sustainable development, protection of natural environment, protection of consumers through product safety and fair practices, protection of human rights in all aspects of society including employment. Career critical skills  Mastery  Contacts  Entrepreneurship  Love Technology o If someone googles you, what is going to be found?  Passion for renewal

Organisations  An organisation is a collection of people working together to achieve a common purpose  Organisations are systems composed of interrelated parts that function together to achieve a common purpose Organisations as open systems

Organisational Performance  Resources and Customers must be put to good use  Value is created when an organisation's resources are used in the right way and at the right time and at minimum cost to create high-quality goods and services for cutomers Productivity and the dimension of organisational performance

Total Quality Management (TQM)  Managing with an organisation wide commitment to continuous improvement, and meeting product quality and customer needs completely. Managers

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Managers are people in organisations who directly support and help activate the work efforts and performance accomplishments of others Managers who are responsible for not only their own work, but for the overall performance accomplishments of their area and the organisation as a whole. Responsible for making things happen and making sure they happen in the right way.

Level of managers:  Top Managers  Middle Managers o Project Managers o Team leaders/supervisors Different types of managers  Line Managers  Staff Managers  Functional Managers (HR, marketing etc)  General Managers  Administrators Accountability  The requirement of one person to answer to a higher authority for performance results  Part of the accountability is to achieve high performance outcomes while maintaining a high quality work environment The organisation as an 'upside down pyramid'

Any kind of organisation relies on its customers and therefore they are the most important part of any business. University = Students (what makes it stand out?) Four functions of management

Mintzberg's ten managerial roles

Managers:  Technical skils  Human Skills  Emotional intelligence  Conceptual skills

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Communication, teamwork, self management, leadership, critical thinking, professionalism....