The Contemporary Workplace

The collective brain power or shared knowledge of a workforce.

Some whose knowledge is an important asset to employers.

The invisible barrier limiting the advancement of women & minority groups.

A collection of people working together with a division of labour to achieve a common purpose.

Transforming resource inputs from the environment into product or service outputs.

An output measure of task or goal accomplishment.

A measure of resource cost associated with goal accomplishment.

• Technology
• Demise of 'command and control'
• Focus on speed
• Embrace of networking
• Empowerment
• Teamwork
• New workforce expectations
• Concern for work-life balance

Guide the performance of an organisation as a whole.

Oversee work of large departments or divisions.

Directly contribute to the production of the organisations basic goods and services.

Use special technical expertise to advise and support line workers.

Managers who work in public or not-for-profit organisations.

The process of planning, organising, leading and controlling the use of resources to accomplish performance goals.

• Interpersonal roles
• Informational roles
• Decisional roles

Developing action priorities that include goals and plans that span long and short time frames.

• Technical skills
• Human skills
• Conceptual skills

• The ability to think analytically and achieve intergrative problem solving.
• Robert Katz - essential management skill.
• More important for top managers.

• The ability to work well in cooperation with other people.
• Robert Katz - essential management skill.
• Important across all levels of management.

• The ability to apply expertise and perform a special task with proficiency.
• Robert Katz - essential management skill.
• More important for lower level managers.