MANAGING
FOR RESULTS
Day 9 Module: Management
Session outline
Managing in changing context:
Organizational dynamics and
delivery
 Emerging trends and approaches in
organizations
 Changing Role of Manager
 Result orientation: Issues and
challenges

Change
What all changes in Organization
Reflect on change

Activity 1: Lets memorize all the changes that
had took place at your organization/work place
in past 5 years terms of:
1.
2.
3.
4.
Structure
People
Process
Tools
Time: 10 min for discussion and presentation preparation
: 5 min presentation by each group
Activity type: Group discussion and Presentation
Changing Organizations
6
Top 5 Army Organizations
7
5. The United Kingdom:
Power Index: 0.5185
Defense Budget: $57,875,170,000
Active Military Personnel: 224,500
Labor Force: 31,720,000
Total Aircraft:1,412
Total Naval Strength: 77
4. India:
Power Index: 0.4346
Defense Budget: $44,282,000,000
Active Military Personnel: 1,325,000
Labor Force: 487,600,000
Total Aircraft: 1,962
Total Naval Strength: 170
3. China:
Power Index: 0.3351
Defense Budget: $129,272,000,000
Active Military Personnel: 2,285,000
Labor Force: 795,500,000
Total Aircraft:5,048
Total Naval Strength: 972
2. Russia:
Power Index: 0.2618
Defense Budget: $64,000,000,000
Active Military Personnel: 1,200,000
Labor Force: 75,330,000
Total Aircraft: 4,498
Total Naval Strength: 224
Source: http://www.wonderslist.com/10-most-powerful-militaries/
The Leader:
8
Power Index: 0.2475
Defense Budget: $689,591,000,000
Active Military Personnel: 1,477,896
Labor Force: 153,600,000
Total Aircraft: 15,293
Total Naval Strength: 290.
Source: http://www.wonderslist.com/10-most-powerful-militaries/
Organization Trends
A virtual organization is an organization
involving detached and disseminated
entities (from employees to entire
enterprises) and requiring information
technology to support their work and
communication.
 Amazon.com

Organization Trends
A network organizational structure
refers to a system of delegating and
coordinating tasks among a number of
partner companies or business entities
with a common goal of producing a
specific product.
 Nike: Their only functions are R&D and
Marketing.

Organization Trends
Learning organization is an organization
that encourages and facilitates learning in
order to continually transform itself to
survive and excel in a rapidly changing
business environment.
 (Example)Apple: It perceives
unrecognized marketplace needs and
creates new products to fill them.

Organization Trends

Participative (or participatory)
management, otherwise known as employee
involvement or participative decision making,
encourages the involvement of stakeholders at
all levels of an organization in the analysis of
problems, development of strategies, and
implementation of solutions.
Organization Trends

Theory Z suggests that large complex
organizations are human systems and their
effectiveness depends on the quality of
humanism used. A type Z organization has three
major features—trust, subtlety and intimacy.
 Mutual
trust between members of an
organization reduces conflict and leads to team
work. Subtlety requires sensitivity towards others
and yields higher productivity. Intimacy implies
concern, support and disciplined unselfishness.
Drivers of Organizational change
 Flattening Hierarchies
 Decentralizing Responsibility
 Increasing Empowerment
 Increasing Adaptation
 Moving to Flexible Workplace
 Increasing Coordination
Activity 2:
15
Consider your organization’s present status-quo
 List
all the cause that are effecting your
organization not to achieve the dream state in
terms of above mentioned 6 drivers
 Suggest the initiation required to achieve the
dream state.
 Time:10 min for discussion and presentation
preparation
: 5 min presentation by each group
Activity type: Group discussion and Presentation

Why don’t we change: Analyze our Organization
What need to be changed: Future
Key for Success
18

Organizational Development – Driving
Results

Information Technology – Staying Ahead
of the Curve

Human Capital – Your Greatest Asset
Summary of
st
1
session

Change is inevitable

Globalization driving all institutions to adopt
changing business need

Knowing trends in business is key

Manager’s need to know the key of success
Manager Changing Role For Results
20
21
Let’s Understand Manager’s Role:
Case of Women’s Global
Manager – Venn Diagram
22
Manager Changing Role
23
 Hiring the right people.
 Supporting your staff members so they can develop and reach their
potential.
 Setting goals and challenge staff to reach beyond their current
grasp.
 Reinforcing with your staff how what they do contributes to and
makes a difference in delivering missions.
 Recognizing and rewarding your staff's accomplishments.
 Holding staff members accountable for not meeting expected
performance or behavior standards.
 Ensuring a safe work environment.
 Communicating information that impacts your staff's job, benefits or
employment policies.
 Providing context and rationale for institutional or departmental
changes.
 Promote the innovation and creativity at workplace.
Manager as a Character
24
 A manager needs to be a good leader . While a manager organizes
and plans, s/he must also inspire employees with a vision for
the organization.
 A manager needs to be an effective negotiator. When
organizations are developing or undergoing change, the manager is
often required to negotiate with competitors, contractors, suppliers,
and employees.
 A manager must be a good figurehead who reinforces
the mission and vision of an organization to employees, customers,
and other stakeholders.
 A manager needs to be an effective communicator and liaison
between employees, customers, and other managers of the
organization.
Source: Boundless. “The Role of the Manager in an Evolving
Organization.” Boundless Management. Boundless, 21 Jul. 2015. Retrieved 05
Result orientation: Issues and challenges
25
The continuing distribution of organizations;
The availability of enabling technologies and social
collaboration tools for innovation and self-sustaining;
The coming shortage of knowledge workers;
The demand for more work flexibility;
Pressure for more sustainable organizations and work
styles.
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