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Challenges faced by a manager in 21Challenges faced by a manager in 21stst

century.century.

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Are Managers sonly responsible for anAre Managers sonly responsible for an

organizations success or failure?organizations success or failure?

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Managerial ChallengesManagerial Challenges

Tata Nano Singur ControversyTata Nano Singur Controversy

Consumer BoycottsConsumer Boycotts

Terrorist attack on MumbaiTerrorist attack on Mumbai

otel Ta! " #beroi" tridentotel Ta! " #beroi" trident

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The Manager$ #mnipotent or %ymbolic?The Manager$ #mnipotent or %ymbolic?

Omnipotent View of ManagementOmnipotent View of Management

Managers are directly responsible for anManagers are directly responsible for an

organizations success or failure.organizations success or failure.

The quality of the organization is determined by theThe quality of the organization is determined by the

quality of its managers.quality of its managers. ..

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The Manager$ #mnipotent or %ymbolic?The Manager$ #mnipotent or %ymbolic?

Symbolic View of ManagementSymbolic View of Management

Much of an organizations success or failure is due toMuch of an organizations success or failure is due to

eternal forces outside of managers control.eternal forces outside of managers control.

The ability of managers to affect outcomes isThe ability of managers to affect outcomes is

influenced and constrained by eternal factors.influenced and constrained by eternal factors. The economy! customers! go"ernmental policies!The economy! customers! go"ernmental policies!

competitors! industry conditions!competitors! industry conditions!

technology! and the actions oftechnology! and the actions of

pre"ious managerspre"ious managers

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%ynthesis%ynthesis

Managers are held accountable for anManagers are held accountable for an

organizations performance yet it is difficult toorganizations performance yet it is difficult to

attribute good or poor performance directly toattribute good or poor performance directly totheir influence on the organizationtheir influence on the organization

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&arameters of Managerial 'iscretion&arameters of Managerial 'iscretion

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'efining the ()ternal (n*ironment'efining the ()ternal (n*ironment

#ternal #n"ironment#ternal #n"ironment

Those factors and forces outside the organization thatThose factors and forces outside the organization that

affect the organizations performance.affect the organizations performance.

$omponents of the #ternal #n"ironment$omponents of the #ternal #n"ironment

%pecific en*ironment$%pecific en*ironment$eternal forces that ha"e aeternal forces that ha"e a

direct and immediate impact on the organization.direct and immediate impact on the organization.

+eneral en*ironment$+eneral en*ironment$broad economic! socio%broad economic! socio%

cultural! political&legal! demographic! technological!cultural! political&legal! demographic! technological!

and global conditions thatand global conditions that maymayaffect the organization.affect the organization.

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The ()ternal (n*ironmentThe ()ternal (n*ironment

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,undamental Changes ,acing Managers,undamental Changes ,acing Managers

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o- the (n*ironment Affects Managerso- the (n*ironment Affects Managers

#n"ironmental 'ncertainty#n"ironmental 'ncertainty

The etent to which managers ha"e (nowledge ofThe etent to which managers ha"e (nowledge of

and are able to predict change their organizationsand are able to predict change their organizations

eternal en"ironment is affected by)eternal en"ironment is affected by)

Comple)ity of the en*ironment$Comple)ity of the en*ironment$the number of componentsthe number of components

in an organizations eternal en"ironment.in an organizations eternal en"ironment.

'egree of change in en*ironmental components$'egree of change in en*ironmental components$howhow

dynamic or stable the eternal en"ironment is.dynamic or stable the eternal en"ironment is.

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The Changing #rganizationThe Changing #rganization

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o- The Managers ob /s Changingo- The Managers ob /s Changing

$hanging technology$hanging technology

$hanging Security Threats$hanging Security Threats

*ncreased emphasis on organizational and*ncreased emphasis on organizational and

Managerial ethicsManagerial ethics

*ncreased $ompetiti"eness.*ncreased $ompetiti"eness.

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o- The Managers ob /s Changingo- The Managers ob /s Changing

The *ncreasing *mportance of $ustomersThe *ncreasing *mportance of $ustomers

$ustomers) the reason that organizations eist$ustomers) the reason that organizations eist Managing customer relationships is the responsibility of allManaging customer relationships is the responsibility of all

managers and employees.managers and employees.

$onsistent high quality customer ser"ice is essential for$onsistent high quality customer ser"ice is essential for

sur"i"al.sur"i"al.

*nno"ation*nno"ation

+oing things differently! eploring new territory! and+oing things differently! eploring new territory! and

ta(ing ris(sta(ing ris(s

Managers should encourage employees to be aware of andManagers should encourage employees to be aware of andact on opportunities for inno"ation.act on opportunities for inno"ation.

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%takeholder 0elationships%takeholder 0elationships

Sta(eholdersSta(eholders

,ny constituencies in the organizations en"ironment,ny constituencies in the organizations en"ironment

that are affected by the organizations decisions andthat are affected by the organizations decisions and

actionsactions

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%take holder analysis%take holder analysis

+o a sta(e holder analysis for you organization+o a sta(e holder analysis for you organization

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#rganizational %takeholders#rganizational %takeholders

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hy Manage %takeholder 0elationships?hy Manage %takeholder 0elationships?

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hy Manage %takeholder 0elationships?hy Manage %takeholder 0elationships?

*t can lead to impro"ed organizational performance.*t can lead to impro"ed organizational performance.

*ts the -right thing to do gi"en the interdependence*ts the -right thing to do gi"en the interdependence

of the organization and its eternal sta(eholders.of the organization and its eternal sta(eholders.

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Managing %takeholder 0elationshipsManaging %takeholder 0elationships

/./. *dentify the organizations eternal*dentify the organizations eternal

sta(eholders.sta(eholders.

0.0. +etermine the particular interests and+etermine the particular interests and

concerns of the eternal sta(eholders.concerns of the eternal sta(eholders.

1.1. +ecide how critical each eternal sta(eholder+ecide how critical each eternal sta(eholder

is to the organization.is to the organization.

2.2. +etermine how to manage each indi"idual+etermine how to manage each indi"idual

eternal sta(eholder relationship.eternal sta(eholder relationship.

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Assignment%takeholder analysis refined.Assignment%takeholder analysis refined.